Most of what passes for strategic planning is not strategic at all. It is long-range planning or comprehensive planning, or in some cases just program or project planning. The result is a relinquishment of control to external conditions and circumstances, the perpetuation of obsolete systems, and organizational fragmentation and internal conflict. The opportunity to create new possibilities and realities--the ultimate object of strategy--is lost. Cook maintains that even to attempt strategy there must first be a strategic system, a system that deals with strategic issues, decision-making,...

The corporation model of organizations is in terminal decline, says Cook, and is being displaced by what he calls syntagma, a body of persons forming a division of the population of a country. The point he makes by this is that the emerging organization will be no artifact, no fabrication. It will be innately human, and in that sense, organic. His book traces the philosophical and historical development of the modern corporation through Hellenistic-Judeo-Christian theologies, with particular emphases on the social, political, and economic impacts of rationalistic science, impacts such as...