At the start of 2006, two schools of thought contended over the future of Australia’s defence and strategic policy. On one side stood those who believed that Australia’s principal strategic risks and challenges over the following decades would come from instability on the margins of the international order – from weak and failing states, and from non-state actors, especially terrorists. On the other side stood those who believed that bigger and more important strategic concerns arose from the possibility that the core of the international order would be disrupted by the stresses flowing from changing economic relativities. This was especially true in Asia, as China and other Asian states’ economies grew.

This methodologically oriented chapter starts by defining military concepts: strategy, logistics, tactics, operations. Sun Tzu himself did not distinguish between strategy and tactics, so this is a modern lens on Sun Tzu’s thinking. Next, a standardized five-part format is introduced, to be used to provide uniform structure for the fourteen chapters analyzing fourteen major Sun Tzu themes: (a) list of Sun Tzu passages chosen to illustrate a given theme (just a list, not the passages themselves); (b) Sun Tzu (1) analysis of Sun Tzu’s ideas pertaining to that theme; (c) further Sun Tzu (1) analysis of facets of the given theme that conditions of war and politics in Sun Tzu’s time suggest that Sun Tzu might plausibly have discussed, yet did not discuss; (d) Sun Tzu (2) and (3) "frontiers" of the theme, generalizing Sun Tzu’s relevant ideas in selected Sun Tzu (2) and (3) directions; (e) passages listed in Part (a) (in Griffith’s translation), often with brief commentary . The chapter ends by introducing notational conventions used throughout this study to refer to Griffith verses and passages.

This methodologically oriented chapter starts by defining military concepts: strategy, logistics, tactics, operations. Sun Tzu himself did not distinguish between strategy and tactics, so this is a modern lens on Sun Tzu’s thinking. Next, a standardized five-part format is introduced, to be used to provide uniform structure for the fourteen chapters analyzing fourteen major Sun Tzu themes: (a) list of Sun Tzu passages chosen to illustrate a given theme (just a list, not the passages themselves); (b) Sun Tzu (1) analysis of Sun Tzu’s ideas pertaining to that theme; (c) further Sun Tzu (1) analysis of facets of the given theme that conditions of war and politics in Sun Tzu’s time suggest that Sun Tzu might plausibly have discussed, yet did not discuss; (d) Sun Tzu (2) and (3) "frontiers" of the theme, generalizing Sun Tzu’s relevant ideas in selected Sun Tzu (2) and (3) directions; (e) passages listed in Part (a) (in Griffith’s translation), often with brief commentary . The chapter ends by introducing notational conventions used throughout this study to refer to Griffith verses and passages.

This chapter provides a fundamental overview of the DLT in banking, emphasising the sectors present issues and fundamental industry shifts. To achieve this, the chapter will examine the principal DLTs projects and implementations in banking, categorising them into two main categories based on the type of need met: (i) products and services designed to meet the needs of financial institutions customers and (ii) internal processes and operations designed to meet the needs of financial intermediaries. As a result, the chapter concentrates on the primary features of the prevalent use cases in the sector, emphasising strengths and weaknesses.

By integrating the fragmented research on emergency services, armed forces, and humanitarian organizations, this book identifies the components of a new theory on frontline crisis response. To begin with, the work of responders is characterized by persistent operational dilemmas. Since there are no universal solutions, they need to adapt their approaches and decisions to the situational contingencies of a crisis. These adaptations continue throughout the crisis response process as the situation evolves. Responders usually pragmatically act their way through operational dilemmas in the crisis response process. These experiences nevertheless have an existential effect on their identities and lives. Thus, the new theory comprises operational dilemmas, situational contingencies, response processes, pragmatic principles, and existentialist ideas. This theory offers a basis for crisis response improvements and contributes to the literature on strategic crisis management, frontline work in organizations, reliable organizing in risky contexts, and post-crisis operations. The chapter ends with a research agenda and a call for more academic engagement with frontline crisis response.

Fighting in the Napoleonic Wars was in the continuity of the eighteenth century and even the two preceding ones. Major changes in weapons on a large scale would not occur before the years 1850. Generals and officers were still nurtured by the military writers of the eighteenth century, but among these writers some had envisioned what war could become if large-scale ‘operations’ were conducted and if armies grew in size. With the Revolution and the dictatorial power Napoleon inherited from it, France set the tone for waging war with more intensity, in the movement of armies as well as in tactics on the field of battle. Other powers simply had to follow, but interior conditions and social imperatives resulted in partly adaptations and half-measures.

Steps taken to start a new venture can make for rocky road ahead if consideration is not given to the points reviewed in this chapter. How to select and build a team and fairly distribute the founder’s equity, how to select an advisory board or a board of directors, and the importance of establishing a culture within the new company are all points discussed in detail and highlighted through personal stories and case examples. The main components of a business plan are covered in many texts and blogs, so this chapter focuses on the practical issues that few academic texts discuss, such as: how to perform due diligence on your investors and tips on creating slide decks , pitching and presenting business plans, and structuring financials and milestone to meet investors key concerns. The sources of financing and expectations of investors are reviewed with a view to guiding the entrepreneur or executive through the key elements for success, including successful closing on a term sheet or preparing for due diligence so that the process moves smoothly towards closure of the financing. The specific challenges facing an academic technopreneur moving into a decision-making executive (CSO or CEO) role are reviewed and guidance offered on utilizing the strength of the team around them.

Over 1953–60 counterinsurgency was optimised, buidling upon the solid foundations of geodemographic control achieved over 1950–2, and of systems optimisation achieved under Templer. Framework operations by units bolted onto localities were continuously refined, as was the use of jungle forts to win over the Orang Asli, and of big combined Special Branch–food control–military operations. Together these sustained an ‘elimination’ rate (kills, surrenders, captures) of about 20 per cent of insurgents a year – that is, until after the MCP attempt to negotiate at Baling in 1955 was rebuffed, and then further negotiation was refused from late 1957. As hope faded insurgent ‘surrenders’ (some induced or duped) snowballed in the face of priority big operations. By now those featured months-long intense controls, each targetting the entire area of one or more MCP committees. That way the MCP would struggle to regenerate afterwards. The collapse of local MCP forces often came as freedoms increased elsewhere, while a big operation clamped down more strongly than ever on the targetted area. In 1958 the MCP decided on a strategy of running down the military campaign, and the Emergency was formally ended on 31 July 1958.

Nurses routinely provide essential and integral core functions in the field hospital environment, such as daily operational service delivery planning and management, clinical governance and scope of practice supervision, workforce management and skillmix allocation highlight the need for constant flexibility and adaptation when planning, allocating, and maintaining an effective and efficient deployed operational clinical workforce roster to ensure optimal and quality service delivery is achieved. Nurses should not only be appropriately skilled and trained, but most importantly, supported in the translation and adaptation of their nursing practice into the context of an austere and environmentally challenging setting. In addition, nursing staff need to have an awareness of the host nation’s health and societal culture, language, and potential barriers, which may impact on the abilities to effectively deliver clinical care.Strong nursing leadership is pivotal in ensuring effective and efficient running of a deployed field hospital with limited resources in an austere and environmentally challenging setting. In the context of overwhelming demand, limited resources and a low-tech environment, there is a requirement for a flexible, adaptable, multi-skilled nursing workforce to adequately meet the needs of the population at risk.