| Sun Tzu said: |
Commentary |
|
60. Success in warfare is gained by carefully accommodating ourselves to the
enemy's purpose.
|
In both war and
business, making plans without taking into account the actions of
your enemy or competitors is likely to lead to failure. A good
place to start with your own planning is your purpose. When
analyzing the other side, purpose is also a good place to start.
When you know what they seek to achieve you may better guess how
they might seek to achieve it. |
| 61. By persistently hanging on the enemy's flank, we shall succeed in the
long run in killing the commander-in-chief. |
Senior officers
seldom lead from the front and may often be found further back in
the ranks. If you can determine their position and punch in from the
side, you may be able to kill or capture them, hence 'beheading' the
enemy and so creating fear and confusion. |
| 62. This is called ability to accomplish a thing by sheer cunning. |
Cunning is doing
things that are not expected. It takes creativity and ingenuity as
well as openness to ideas. Cunning in business is also a rare
resource and some companies kill it with easy statements like 'that
won't work'. Of course you must stay legal and must beware negative
brand impact of sly tactics. Yet bold cunning can also make you look
smart and successful. |
| 63. On the day that you take up your command, block the frontier passes,
destroy the official tallies, and stop the passage of all emissaries. |
A new commander needs
to make themselves felt. An easy way to do this is to countermand
previous orders.
The next step is to make positive commands that have an even
better result. |
| 64. Be stern in the council-chamber, so that you may control the situation.
|
Senior officers are
by nature bold and courageous and will bring this into meetings. To
control such an abrasive group needs a strong and demanding
commander. |
| 65. If the enemy leaves a door open, you must rush in. |
Take advantages of
opportunities that the enemy affords. Do so also before they realize
they have left an opening.
Also beware that this is not done deliberately to lead you into a
trap. Yet do not let constant fear of ambush prevent you from taking
opportunities, many of which appear due to unforeseen circumstances
or poor communications. |
| 66. Forestall your opponent by seizing what he holds dear, and subtly
contrive to time his arrival on the ground. |
If you hold what the
enemy cares about, such as a key town that has cultural
significance, then they will be cautious in case you harm it. You
may hence be able to use it as a bargaining chip or to gain time.
If you can control when and where the battles will occur then you
can ensure you are better prepared and that the enemy is exhausted
and unready. |
| 67. Walk in the path defined by rule, and accommodate yourself to the enemy
until you can fight a decisive battle. |
Understand rules and
why they are needed. Follow them when there is no reason not to do
so. Move to avoid battle until you know that you can win. |
| 68. At first, then, exhibit the coyness of a maiden, until the enemy gives
you an opening; afterwards emulate the rapidity of a running hare, and it will
be too late for the enemy to oppose you. |
If you deliberately
appear weak and unwilling to fight then the enemy may become bold
and make unforced errors. When you strike, do so with speed such
that the surprise created does not give them time to regroup or
counter your moves. |
