This report documents individual research undertaken by the author during a one-year assignment to the Army's Concepts Analysis Agency as their Distinguished Visiting Analyst. The research explored the definition and significance of strategy, comparative analysis of the three services on various aspects (particularly their approaches to strategy), and a close study of the Army's unique problems and opportunities regarding strategic planning. The author suggests that the Army is in a special position to participate in the strategic planning process--through the "daring deed" of determining price tags for our explicit national commitments to use military force. Those price tags include the military (as opposed to the political) objectives of our forces if they must fight, the adequacy and composition of our forces, and the risks the national leadership must accept in making or withdrawing those commitments. The risks of interservice strife of course pose a cost to the Army.