My favorite is Lead and Golds Strategy article.
These executives have to make strategy for the long term because business success is transitory and lacks the decisiveness one sees in military history. The flip side of that is that failure can be sugar-coated and papered over. In war, victory is the ultimate metric; in business, there is a fog of numbers that can be made to point in many different directions (at least for a time.)
Zbigniew Brzezinski once wrote that large bureaucracies do not have strategies-they have shopping lists. That sums up the output of the strategic planning process in most businesses as well. The end result is a grab bag of initiatives and budget items larded with some wishful thinking and trendy buzzwords.
The historian Michael Howard wrote a brilliant article ("The Use and Abuse of Military History")* on the right way for officers to study military history. He offered up three general rules:
1. Study in breadth. Look at wars and campaigns over a long sweep of time. Look for both similarities and discontinuities.
"Only by seeing what does change can one deduce what does not."
I suspect that had executives done a better job on this score, billions of dollars would have been saved during the Internet bubble. Someone who has studied the "old new things" will not get trapped in the hype around the "new new thing".
2. Study in depth. Look at a single campaign by reading a variety of histories, memoirs, letters, diaries, etc. Recognize the confusion, chaos and varying perspectives at work. (Clearly, this is the antithesis of the classic business case study.)
3. Study in context. Do not just look at the military action, study the sociology and politics of the nations involved. Again, these are perspectives that are usually absent in the analysis of strategy foisted on executives and students.
* The essay can be found in Howard's book The Causes of War.
This is some great stuff. Being able to define what the end goal is supposed to look like is very important but don't let the numbers try and hide the reality.