L'utilité de l'échelle opératique pour considérer des stratégies d'intelligence et de guerre économique

Abstract

The 20th century saw the emergence of an intermediate level of consideration, situated between the tactical and strategic levels: the operational level. This level of scale is that of a large area of operations, that is to say coordinated engagements bringing together forces belonging to different corps over a considerable geographical distance. In this article, we approach operatics and its implementation, called operative art or operational art, first from its contributions to military thinking, then we transpose what can be transposed beyond this domain. We consider operative art as a new point of view generating a particular thought and solutions based on agile systems, but which may have reached their limits. We will limit ourselves here to the question of the potential contributions of the operatic perspective to understand or implement a set of actions related to competitive or economic warfare. To do this, we will begin by providing some answers to the question of what operatic military is in terms of its characteristics. Then, we propose a way to transpose them in the context of companies preferably confronted with a context of competitive or economic warfare by taking as an example the acquisition of the essential activities of the company Alstom by the company General Electric (GE).