The content of this book began as an attempt to find a method of assessing and managing risk that was simple enough for army soldiers to use quickly and without advanced training, yet more effective than the current military method, called Composite Risk Management (CRM). The CRM grid, described in Chapter 24, is currently used along with recommendations for reducing and preparing for those risks within the regions of modern, high, and extremely high risk. As an economist, naturally, I applied my knowledge of the mathematics of risk management and variability to the task at hand. While collecting data on military risk, however, it became apparent that if one could accurately and quickly calculate risk then the variables that are inherent to the risk of any situation could be managed to alter that risk. Those variables were almost always related to the resources available to one’s own soldiers or, in combat scenarios, the resources available to the enemy’s soldiers. I came to call the resulting revelation the “Resource-Based View of Composite Risk Management.” This name was far too long, however, so as the study expanded to not just risk but warfare itself, I dubbed it simply the “Resource-Based View of Warfare,” upon which all economic combat is derived.
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