【英文】兰德报告：竞争时代的战略优势：定义、动态和含义（121页）

This refinement of the concept of strategic  advantage has the potential to inform ongoing  efforts to continuously review, test and refresh  the theory of success and associated evidence  base, and assumptions underpinning defence  strategy, policy and investment decisions.  This includes how to prioritise finite resources  for force and capability development or for  research and development; as well as how  to communicate a shared understanding of  strategic competition and advantage across  government and to international allies and  partners and other audiences (including to  deter the UK’s major competitors). Real-world case studies provide important  lessons on how the UK can achieve and  maintain a position of strategic advantage

Armed with this conceptual understanding of  strategic advantage, Chapter 5 offers a more  practical discussion of the types of ways in  which advantage might be achieved in the real  world, and what might be the most prudent  strategy for the UK – and for the MOD – in the  face of intensifying competition.  The historical case studies summarised in  Chapter 3 and contained in Annex D describe  a wide variety of situations in which a range  of actors utilised individual strands of  advantage across the PESTLE-M framework.  While no nation can fully anticipate which  of its levers may be most relevant to future  competition, or leverage its full potential with  perfect efficiency, governments can focus on  increasing their nation’s overall propensity for  advantage – effectively, a measure of that  nation’s productivity as a strategic competitor.