《狂飙》大结局，意外带火《孙子兵法》！为什么它是有史以来最伟大的战略书籍？（附视频&解说稿）

- Some people, when I wax eloquent about "The Art of War"  say reading that is not as good as doing an MBA. 

And I would say, it's a bit of apples and oranges. 

I think it's this broad philosophical book that MBA students  would be well advised to take on  and read in business school  and say, "If I step back from that,  could I get a better perspective on how to use this?"  The great military strategists,  the Sun Tzus and the von Clausewitzs,  head away of conceptualizing  the competition between forces. 

They saw the best result  of military strategy is not having a war. 

Strategy in business is a relatively new enterprise. 

It really only came into existence  in the late 50s, early 60s,  and it was an offshoot of military strategy. 

People think business and war is all about the numbers,  and analyzing everything,  and quantifying everything-  and it's not. 

In military strategy,  they're really two actors that attention was paid to:  One is ourselves. 

How strong is our army?  What resources do we have to to fight?  And then competition, our enemy. 

How strong are they?  What resources do they have?  And so, we'll decide strategy on the basis of the company,  or in that case, the country. 

But in business,  the company and the competitor. 

Sun Tzu, a Chinese general/philosopher  who wrote one of the most influential books  on war called "The Art of War"-  he wanted to get in behind the mechanics of war  to talk more about the philosophy. 

And I think that's why it's had the staying power it has  because nothing about the world really has changed  from that deeper philosophical sense. 

Even though the world has evolved,  the equipment used in war,  but the philosophy, I think, behind it  has remained constant for the many centuries. 

One thing Sun Tzu said was:  "The supreme art of war  is to subdue the enemy without fighting."  Having the unnecessary carnage in war,  the actual killing of people  or in business, the unnecessary destruction  of kind of monetary assets  in people's lives and careers-  that's not the object of war. 

The object of war should be to try  and make sure that you have an outcome  that is sustainable. 

If the object of war is to crush somebody else  in a way that makes them hate you forever,  guess what they'll do?  They will hate you forever. 

So you express your business strategy  in a way that causes potential competitors to say,  "I'm gonna compete elsewhere,"  and hopefully they'll succeed elsewhere, right?  That's the perfect strategy,  so that you won't get into wars,  they won't attack you. 

"There's no instance of a nation benefiting  from prolonged warfare."  On what playing field  or if you like military strategy, battlefield,  are you going to play and where not?  And then on that playing field,  how are you going to be the best?  How are you going to win?  You only want to engage  in competitions where you can create a win  without creating a loser  who will keep on attacking you. 

Ask yourself, "What can I uniquely do  for a particular set of customers?"  "Would-be competitors will choose to do something else  because I do that thing better."  That is not a prolonged war. 

If you do it right, it's a prolonged peace. 

"When you surround an army,  leave an outlet free. 

Do not press a desperate foe too hard."  You either have to absolutely eliminate,  entirely, a competitor,  or give it a chance to find another place to play. 

You can create for them an escape road  to a different part of the market,  a different segment. 

But you've shown them that  in your target customer set,  you are the best,  and they can't just come  into that place  and do whatever they want. 

"Treat your men as you would your own beloved sons. 

And they will follow you into the deepest valley."  A challenge in the modern corporation, right?  'Cause many of them get very big. 

And you can think  of your employees as pawns in a bigger game,  and if you lose a few, so be it. 

A challenge for anybody who's a military commander  or a business leader  is that they pay very little attention  to what you say. 

They pay attention like a hawk to what you do. 

So if you say,  "Oh, we're a family,  you're like my son,"  and "Oh, we have too many of you,  and we're gonna lay off  a couple thousand of you."  Say, "Oh, so that's what you do with family members?  You fire them?"  That's why the disengagement scores in business  these days are dreadful. 

They're terrible!  And I believe it's because senior managers are not listening  to Sun Tzu and saying,  "Each of my employees, I need to treat  as if they were members of your family."  And they will be creative for you. 

They will treat the customer exactly the way you  wished they treated them. 

They'll develop the people underneath them. 

They'll do all of these things that are done for love,  not because somebody commanded them to do it. 

In due course,  what was recognized in the world of business  strategy is that there's a third super important actor-  and that is the customer. 

And so you had to have a tripartite view,  which is there's things  that are important about the company,  there's things that are important about our competitors,  and there's things that are important about customers-  and that was a problem with early business strategy. 

It didn't pay much attention to the customer,  but over the last 40 years,  getting more and more intimate  and knowledgeable about customers,  and really finding ways to serve them better  has become a more integral part of strategy. 

And that's one of the reasons why in the world  of business now,  design has become very important  because design is a field that focuses  very much on the customer. 

And that's why I've spent  some of my time in forging a bond  between the world of strategy and the world of design,  because the world of design has the best training  in understanding customers  and creating offers for them. 

It's really weak  in understanding the company and competition;  it doesn't pay attention to that. 

That's more the world of business strategy, historically. 

And so if you meld those two together,  business strategy and design,  you get absolutely the most powerful way  of creating fantastic, winning solutions for customers. 

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