  The 20th century saw the emergence of an intermediate level of consideration,
situated between the tactical and strategic levels: the operational level. This
level of scale is that of a large area of operations, that is to say
coordinated engagements bringing together forces belonging to different corps
over a considerable geographical distance. In this article, we approach
operatics and its implementation, called operative art or operational art,
first from its contributions to military thinking, then we transpose what can
be transposed beyond this domain. We consider operative art as a new point of
view generating a particular thought and solutions based on agile systems, but
which may have reached their limits. We will limit ourselves here to the
question of the potential contributions of the operatic perspective to
understand or implement a set of actions related to competitive or economic
warfare. To do this, we will begin by providing some answers to the question of
what operatic military is in terms of its characteristics. Then, we propose a
way to transpose them in the context of companies preferably confronted with a
context of competitive or economic warfare by taking as an example the
acquisition of the essential activities of the company Alstom by the company
General Electric (GE).
