b.孫子兵法 (虛實篇第六) (Chapter 6 - 1) (Part 29)

The last part is here:   孫子兵法 (兵勢篇第五) (Chapter 5 - 4) (Part 28)

虛實篇

孫子曰：凡先處戰地而待敵者佚，後處戰地而趨戰者勞。故善戰者， 致人而不致于人。
          能使敵自至者，利之也﹔能使敵不得至者，害之也。故敵佚能勞之， 飽能飢之，安能動之。
          出其所不趨，趨其所不意。行千里而不勞者，行于無人之地也。攻而 必取者，攻其所不守也。守而必固者，守其所不攻也。
          故善攻者，敵不知其所守。善守者，敵不知其所攻。
          微乎微乎，至于無形，神乎神乎，至于無聲，故能為敵之司命。
          進而不可御者，沖其虛也﹔退而不可追者，速而不可及也。故我欲戰 ，敵雖高壘深溝，不得不與我戰者，攻其所必救也﹔我不欲戰，雖畫 地而守之，敵不得與我戰者，乖其所之也。
          故形人而我無形，則我專而敵分﹔我專為一，敵分為十，是以十攻其 一也，則我眾而敵寡﹔能以眾擊寡者，則吾之所與戰者，約矣。吾所 與戰之地不可知，不可知，則敵所備者多，敵所備者多，則吾之所戰 者，寡矣。
          故備前則後寡，備後則前寡，故備左則右寡，備右則左寡，無所不備 ，則無所不寡。寡者備人者也，眾者使人備己者也。
          故知戰之地，知戰之日，則可千里而會戰。不知戰之地，不知戰之日 ，則左不能救右，右不能救左，前不能救後，後不能救前，而況遠者 數十里，近者數里乎？
          以吾度之，越人之兵雖多，亦奚益于勝敗哉？！
          故曰：勝可為也。敵雖眾，可使無鬥。 故策之而知得失之計，作之而知動靜之理，形之而知死生之地，角之 而知有餘不足之處。
          故形兵之極，至于無形﹔無形，則深間不能窺，智者不能謀。
          因形而錯勝于眾，眾不能知﹔人皆知我所以勝之形，而莫知吾所以制 勝之形。故其戰勝不復，而應形于無窮。
          夫兵形象水，水之形避高而趨下，兵之形，避實而擊虛，水因地而制 流，兵應敵而制勝。故兵無常勢，水無常形，能因敵變化而取勝者， 謂之神。
          故五行無常勝，四時無常位，日有短長，月有死生。

Let's continue ...

孫子曰：凡先處戰地而待敵者佚，後處戰地而趨戰者勞。故善戰者，
致人而不致于人。
          能使敵自至者，利之也﹔能使敵不得至者，害之也。故敵佚能勞之，
飽能飢之，安能動之。
          出其所不趨，趨其所不意。行千里而不勞者，行于無人之地也。攻而
必取者，攻其所不守也。守而必固者，守其所不攻也。
          故善攻者，敵不知其所守。善守者，敵不知其所攻。
          微乎微乎，至于無形，神乎神乎，至于無聲，故能為敵之司命。

Some translation suggested:
Sun Tzu said: Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted. Therefore the clever combatant imposes his will on the enemy, but does not allow the enemy's will to be imposed on him. By holding out advantages to him, he can cause the enemy to approach of his own accord; or, by inflicting damage, he can make it impossible for the enemy to draw near. If the enemy is taking his ease, he can harass him; if well supplied with food, he can starve him out; if quietly encamped, he can force him to move. Appear at points which the enemy must hasten to defend; march swiftly to places where you are not expected. An army may march great distances without distress, if it marches through country where the enemy is not. You can be sure of succeeding in your attacks if you only attack places which are undefended.You can ensure the safety of your defense if you only hold positions that cannot be attacked. Hence that general is skillful in attack whose opponent does not know what to defend; and he is skillful in defense whose opponent does not know what to attack. O divine art of subtlety and secrecy! Through you we learn to be invisible, through you inaudible; and hence we can hold the enemy's fate in our hands. 
Moran:   Sun Tzu said:   It is always the case that those who first occupy the battlefield and await arrival of the enemy have ample time on their hands, whereas those who arrive later and must scramble to engage will endure toil. 【PEM: Note that the ideal situation for meeting the enemy may be a pass or other such opening leading to an open space where a strongly shielded ambush has been laid.】
So those who are good at warfare will draw in the enemy and will not permit themselves to be drawn in by the enemy. If one is able to cause the enemy to arrive, that is done by offering him some benefit. If one is able to cause the enemy to be unable to arrive, that is done by offering him injuries. 【PEM: The Sichuan Basin was one part of China that was never conquered by the Japanese during World War II. The reason was that Sichuan was entirely surrounded by mountains except for the water route provided by the Yangtze River. The water flow was very rapid, and the sides of the channel were precipitous. Therefore any forces trying to enter would have had to to go upstream and through miles of ambushing forces on higher ground.】
So if the enemy is at ease one can cause him to toil, if he is well fed, one can cause him hunger, and if at rest one can cause him to have to be on the move. [ To do so,] appear out of the places to which the enemy must hasten to defend, and hasten to the places where you will not be expected. Those who go for a thousand li without toil are those who pass through areas where there are no people. 【PEM: During the Pacific campaign in World War II, one prominent motto (associated with General MacArthur) was: "Hit 'em where they ain't!" Well defended islands were not attacked, but were cut off from being resupplied. Poorly defended islands were captured when useful to the Allies for any purpose. Otherwise, the fleet moved through the open waters.】
In cases where one must succeed in an attack, strike the points at which the enemy has no defenses. In cases where one must firmly defend a position, defend a position that the enemy will not attack. 【PEM: Peaks are easily defended. With preparation, mountains can be hollowed out to provide living spaces for entire armies.】
So in the case of those who are good at attack, their enemies will not know where their defenses ought to be located. And in the case of those who are good at defense, the enemy will not know where they ought to attack. 【PEM: One of the difficulties in guerrilla warfare is that insurgents disappear among the ordinary farmers and other citizens. They have no fortress to attack, no camps to overrun. One alternative to highly concentrated emplacements in mountains and man-made fortifications is to disperse troops so widely that no one point of attack is better than any other. Between these extremes are defenses such as the tunnels constructed by the Vietcong that were hard to find, and sometimes so extensive that defenders could leave by another portal when attackers made entry at any point. This strategy is probably millions of years old. Some trapdoor spiders maintain parallel vertical tunnels, one with the "front door" covered by a carefully constructed plug-like, hinged door, and the other, joined to the first by a short horizontal tunnel with its own door near the bottom and a false top such that the spider would need to dig the last bit through to the surface to escape via the second tunnel.】
Subtle, oh subtle, to the point of being formless. Spirit-like, oh spirit-like, to the point of being inaudible. Thereby one is able to function as the grim reaper of the enemy. 

This chapter is about false and real.

孫子曰﹕   Sun Tzu said:
凡先處戰地而待敵者佚，後處戰地而趨戰者勞。:   If one occupies the battlefield first and awaits the arrival of the enemy relaxes, whereas if one arrives later and scrambles to engage toils.
故善戰者，致人而不致於人也。:   Therefore, a good general directs the enemy and not the other way round.
能使敵自至者，利之也﹔   To direct the enemy, offer him bait.
能使敵不得至者，害之也。:   To not attract the enemy, offer him damage.
故敵佚能勞之，飽能飢之，安能動之。:   Therefore, if the enemy is resting, toil him; if well-fed, hunger him; if at peace, disturb him.
出其所必趨，趨其所不意。:   Stay in places where the enemy must hasten to defend, and hasten to places where the enemy must not expect.
行千里而不勞者，行於無人之地也。:   To travel a thousand li and not feel toiled is to pass through areas where there are no defence.
攻而必取者，攻其所不守也。:   To attack and win is to attack places where the enemy does not defend.
守而必固者，守其所不攻也。:   To defend and survive is to defend places where the enemy does not risk attacking.
故善攻者，敵不知其所守。善守者，敵不知其所攻。:   Therefore, if a good general attacks, the enemy would not know where to defend. If a good general defends, the enemy would not know where to attack.
微乎微乎，至於無形；神乎神乎，至於無聲，故能為敵之司命。:   Subtle, oh subtle, to the point of being formless. Spirit-like, oh spirit-like, to the point of being inaudible. Thereby, one is able to function as the grim reaper of the enemy.

Sun Tzu stated in his first chapter in his Art of War is that 兵者，詭道也。Basically, this entire chapter explained the beauty of deceit and termed it the true path to success in warfare.

Sun Tzu suggested that you must arrive at the battle ground early and make preparation. Move thy enemy using bait, but not be tempted nor moved otherwise. Attack the enemy when there is no defence, defend when the enemy has no attack. If the enemy is happy make him sad, if the enemy is sad, made him happy. Be formless and silent always, kill the enemy with the grim reaper.

In business, I also agreed that deceit is the key to success. Sun Tzu had thus far suggested numerous of times that deceit is the way to go. I would like to express a word of caution here. It is not a problem if you are strong to use deceit, because winning is only natural for a stronger force. Therefore, using deceit and trickery is to minimize cost of attack. But, if you are weaker comparatively, using deceit would not be advisable. Concentrate your forces and bear the brunt of the main enemy force truthfully, only then will you have a chance to survive the attack. Do not be swayed by the deceit of the enemy.

In the 48 laws of power, it was also stated in the law 3 that one should not reveal the intention, i.e., be deceitful. In fact, many laws were derived from Sun Tzu's Art of War. So this is a circular argument.

Throughout my dealings in business, I noticed that even at partner level, the partners still probe me for information that will make them break free from my strategic influence. I don't like it. I have expressed no intention to play them out. But yet, they fear me. I am way too strong a potion for their liking. It is both a curse and blessing. A curse because I felt being tested all the time. Blessing because I always formed part of their future equation.

At the end, I still believe I stand by my own conviction - my weapon-of-choice is still honesty. With honesty, it is near impossible for enemy to employ deceit on me. They will fall flat in their face.

From the above Sun Tzu's piece, I concluded that to survive completely, one must dig in at places where the enemy can never attack. This, I believe, I have achieved to some extent for one of my business-types. I am currently not venerable to attacks, but, I need to keep shoring up my defence to ensure absoluteness in power.

My current business-types can survive a thousand years each. Hence, it is near impossible for my enemy to dig me that easily. Take for example, my ginseng farm (passion business II), right now there are already more than 3 strong investors wanting to come in. But, I didn't confirm with them as I feel that to be my partner, one has to show honesty. Only with honesty can we grow our business for a thousand years. I have land, I have a good partner-in-crime, I have money, I have contacts to make the channels and I have great ginseng seeds suppliers. I have absolutely no problem, but, I have not one thing - time. I need opt - other people's time.

My hands are also tied in some business-types, for example, cryptocurrency (passion business VII). My partner-in-crime stated categorically that this business-type is out-of-bound to all other partners. Although the business-type worth $200trn might take a good 20 years to mature, he is willing to wait and he is not willing to share. I understand where he's coming from. We both owe it to ourselves that we are 千古河山棋一局，是真名士自风流。

b.孫子兵法 (兵勢篇第五) (Chapter 5 - 4) (Part 28)

The last part is here:   孫子兵法 (兵勢篇第五) (Chapter 5 - 3) (Part 27)

兵勢篇

孫子曰：   凡治眾如治寡，分數是也﹔鬥眾如鬥寡，形名是也﹔三軍之 眾，可使必受敵而無敗，奇正是也﹔兵之所加，如以碫投卵者，虛實是也。
          凡戰者，以正合，以奇勝。故善出奇者，無窮如天地，不竭如江河。 終而復始，日月是也。死而復生，四時是也。聲不過五，五聲之變， 不可勝聽也。色不過五，五色之變，不可勝觀也。味不過五，五味之 變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。奇正相生，如環之無端，孰能窮之？
          激水之疾，至于漂石者，勢也﹔鷙鳥之疾，至于毀折者，節也。是故 善戰者，其勢險，其節短。勢如張弩，節如發機。
          紛紛紜紜，鬥亂而不可亂也。渾渾沌沌，形圓而不可敗也。
          亂生于治，怯生于勇，弱生于強。治亂，數也﹔勇怯，勢也﹔強弱，形也。
          故善動敵者，形之，敵必從之﹔予之，敵必取之。以利動之，以卒動之。
          故善戰者，求之于勢，不責于人，故能擇人而任勢。任勢者，其戰人也，如轉木石。木石之性，安則靜，危則動，方則止，圓則行。故善 戰人之勢，如轉圓石于千仞之山者，勢也。

Let's continue ...

          故善動敵者，形之，敵必從之﹔予之，敵必取之。以利動之，以卒動之。
          故善戰者，求之于勢，不責于人，故能擇人而任勢。任勢者，其戰人也，如轉木石。木石之性，安則靜，危則動，方則止，圓則行。故善 戰人之勢，如轉圓石于千仞之山者，勢也。

Some translation suggested: 
Thus one who is skillful at keeping the enemy on the move maintains deceitful appearances, according to which the enemy will act. He sacrifices something, that the enemy may snatch at it. By holding out baits, he keeps him on the march; then with a body of picked men he lies in wait for him. The clever combatant looks to the effect of combined energy, and does not require too much from individuals. Hence his ability to pick out the right men and utilize combined energy. When he utilizes combined energy, his fighting men become as it were like unto rolling logs or stones. For it is the nature of a log or stone to remain motionless on level ground, and to move when on a slope; if four-cornered, to come to a standstill, but if round-shaped, to go rolling down. Thus the energy developed by good fighting men is as the momentum of a round stone rolled down a mountain thousands of feet in height. So much on the subject of energy. 
Moran:   Truly, those who are good at moving their adversaries around do so by giving a form to things such that the enemy must follows those structures. 【PEM: The enemy army is a source of energy in itself. Originally that energy is being directed in ways intended to be hurtful to the defender. The defender, however, can create structures (sometimes little more than illusions) that channel the enemy's energy the way dikes and dams channel the energy of a river.】
If I offer something, the enemy must take it. That is using benefit to move him. But one has soldiers in wait for him. 【PEM: The Zhuang Zi mentions a general Daoist strategy called 兩行. Literally those words mean "two displacements," i.e., going by two different ways. At a deeper level it means doing something that will have two potential outcomes. Both outcomes depend on what one's counterpart does. Consider two different examples. (1) A house is discovered to have been booby-trapped by installing bomb triggers in random places in the cellar. After discovery, the bombs are secretly removed, but the police would like to know which of several aides to the owner of the house has planned the assassination. Questioning anyone would reveal that the plot has been discovered. So the owner of the house is instructed to invite each of the aides to come to dinner with his wife and children on a particular night. Each time, the family dog is in an adjacent room. It has been taught to bark incessantly as soon as people come into the dining room. So soon after dinner starts the host calls out to the housekeeper, "Martha, please put Fido down in the basement." (2) In an unprovoked fight the defender notices that the attacker has a pattern of using a left jab as a feint and following with a solid right. Defender therefore throws a left jab. The opponent then has a choice of treating it as a feint and immediately going in for the kill, or defending. If the left jab is indeed blocked, defender has lost nothing. If, however, the jab is not blocked (perhaps defender made it appear to be a half-hearted attempt), following through will strike the attacker. One does not have to have mastered a three inch knockout blow to create enough damage to permit escape from the whole situation, or at least set one's opponent up for a strong counter attack with the opposite hand.】
So those who are good at warfare seek it through power configurations and do not put the onus on individuals. They are therefore able to select individuals to take charge of those power configurations. 【PEM: — Like the man whose finger pulls the crossbow trigger.】
【PEM: One example of what Sun Tzu is talking about in this section might be optical illusions. If objects are used, they may be real objects. If lines are drawn they will be real lines. However, the conclusions that eyes draw from optical illusions are incorrect. The arrangement of components forces the eyes to see what is not really there.】
Those who are given responsibility for operating a power configuration are warriors, and they are like rotating wood or stone (in the trigger mechanism of the crossbow). The natures of wood and stone are to be still if things are at peace, but to move if they are under duress. If they are square, then they will not turn, but if they are round then they will move. 【PEM: The trigger mechanism of a crossbow is formed of rectangular elements that are designed to retain their positions in resistance to considerable force, and curved elements that are designed to move without having to be subjected to much force.】 
Therefore those who are good at the power configurations of war are like those who can set a round stone that is poised on the top of a thousand rod mountain to rolling — it is a matter of power configurations. 【PEM: The stone must be round if it is to be easily rolled off its stable perch, but the lever and the fulcrum need to be "square" so that they will hold their positions as force is applied.】

Let's discuss:

故善動敵者，形之，敵必從之﹔   Therefore, those who are good at moving their enemy around do so by giving him a military shape such that the enemy must follow this shape.
予之，敵必取之。以利動之，以卒待之。:   If bait is given, the enemy would take it. Hence, use bait to move the enemy, use ambush in wait for him.
故善戰者，求之於勢，不責於人，故能擇人任勢。 Therefore, a good general seeks result from employment of strategic influence and not lay blame on individuals, hence, he chooses the individuals to take charge of these strategic influence.
任勢者，其戰人也，如轉木石。:   Those selected to take charge of strategic influence are called warriors, they rotate like rounded wood or stone.
木石之性，安則靜，危則動，方則止，圓則行。:   The nature of wood and stone is still when rested and move when stressed. Square items resist motion, round items move in the direction of stress.
故善戰人之勢，如轉圓石於千仞之山者，勢也。:   Therefore, a good general adopts influence liken to setting free a rounded large rock down a tall mountain — strategic influence.

Again the translation was not well done.

Sun Tzu basically said here that a good general engages by adopting strategic influence, and not by any other means. Strategic influence if used correctly is like letting a huge rounded rock roll down a tall mountain, its momentum and hence, its outcome is never stoppable. To do that, he suggested luring the enemy to a particular spot by baiting and attack in absoluteness by ambush.

In business, attack must be conducted using absoluteness by overwhelming strategic influence. After the attack there is always retaliation from the fallen enemy. If the defeat is not absolute, its retaliation would be strong and potentially fatal. If the defeat is absolute, its retaliation would be feeble and of no consequence.  Therefore, what Sun Tzu said had great value. Never defeat an enemy feebly. Its retaliation would be so strong that you might lose the subsequent battles and ultimately end in defeat yourself. Hence, assume absoluteness in strategic influence, only then can you be assured of a complete victory.

p.Terrible Start of Year 2014

The last part is here: The Ultimate Bet 

OMG !!!  Year 2014 has a terrible start for me. A roof fell on me! Luckily due to my advanced years I managed to follow my own inner voice - "故其疾如風、其徐如林、侵掠如火、難知如陰、不動如山、動如雷霆".

In life, there is no need for anger and pain. These are for the sentimentalists. When a decision needs to be exercised. Do not argue your view point, although it is perfectly sound to reasonable persons, exercise the Sun Tzu's Art of War immediately. When engaging in a battle, the enemy does not subscribe to reasons as they know they were beyond reasons. They can't engage reasons as they know full well that they must be unreasonable to start a battle. They would just stick to their monochromatic view point and totally ignore your plight, they will just knife it into your throat.

You have two choices:  

One, become angry and kick up a ruckus. You wouldn't win as they had expected you to do so. They would hold on to your two ding dongs and play their hard ball game.

Two, calmly declare that the situation is new to you and you needed time to react. Ask for time. Ask for their new and unreasonable terms. Pretend to bargain as hard as you possibly can so that they think that they had you hooked line and sinker. Move slightly away and get time alone. Plot the reaction. You must sound extremely calm and since the new situation is going to get you, you need to ask for external help. Ask them for time to locate external help and feedback some time later. Ask for a deadline as late as possible without sounding insincere. Accept some of the terrible terms as if you have no choice, try very hard to reject the other terms. The key to this is that you are trying to bargain. By bargaining, they will feel secure.

Move away for some time alone. Plot a time line that is just short of the actual deadline.

Return with all smiles and said that your friends are great pals. Your friends are with you all the way. But, their help is going to be marginally beyond the deadline agreed on earlier. The enemy will begin to savor the important victory although it might come a little later than expected.

With that concession, immediately move 75% of your pieces out of harm's way. The enemy wouldn't complain as they felt they can still hold on to your 25%. Start to spread thinly all your assets across the entire boundary. Give the illusion you are staying on their terms of contract.

Over the remaining period, remove your assets 5% at a time under their noses. Potentially you might lose the final 5%, but in all warfare, you can't expect not to lose any assets. Just give the illusion that you are still very much engaged.

On days just before the actual and original deadline (not the negotiated later one), move out totally and restart your life with another proprietor.

This is the tactics used by Sun Tzu as he must stay as still as the mountain and move in one SINGLE stroke as swift as the thunderclap. Only then, can you return least harmed.

This roof falling was fun. It tested simply my ability to react to situation. I have matured over time and life.

Happy New Year, everyone, though I am a little bruised.

I am now engaging new proprietors with terms that are even better than this former proprietor. Nothing too bad came out of this. But, this is my new year celebration. I am not supposed to fight and engage in battles. But, one can never drop the guards for too long. Sigh ... Life is ...

b.孫子兵法 (兵勢篇第五) (Chapter 5 - 3) (Part 27)

The last part is here:   孫子兵法 (兵勢篇第五) (Chapter 5 - 2) (Part 26)

兵勢篇

孫子曰：   凡治眾如治寡，分數是也﹔鬥眾如鬥寡，形名是也﹔三軍之 眾，可使必受敵而無敗，奇正是也﹔兵之所加，如以碫投卵者，虛實是也。
          凡戰者，以正合，以奇勝。故善出奇者，無窮如天地，不竭如江河。 終而復始，日月是也。死而復生，四時是也。聲不過五，五聲之變， 不可勝聽也。色不過五，五色之變，不可勝觀也。味不過五，五味之 變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。奇正相生，如環之無端，孰能窮之？
          激水之疾，至于漂石者，勢也﹔鷙鳥之疾，至于毀折者，節也。是故 善戰者，其勢險，其節短。勢如張弩，節如發機。
          紛紛紜紜，鬥亂而不可亂也。渾渾沌沌，形圓而不可敗也。
          亂生于治，怯生于勇，弱生于強。治亂，數也﹔勇怯，勢也﹔強弱，形也。
          故善動敵者，形之，敵必從之﹔予之，敵必取之。以利動之，以卒動之。
          故善戰者，求之于勢，不責于人，故能擇人而任勢。任勢者，其戰人也，如轉木石。木石之性，安則靜，危則動，方則止，圓則行。故善 戰人之勢，如轉圓石于千仞之山者，勢也。

Let's continue ...

          激水之疾，至于漂石者，勢也﹔鷙鳥之疾，至于毀折者，節也。是故 善戰者，其勢險，其節短。勢如張弩，節如發機。
          紛紛紜紜，鬥亂而不可亂也。渾渾沌沌，形圓而不可敗也。
          亂生于治，怯生于勇，弱生于強。治亂，數也﹔勇怯，勢也﹔強弱， 形也。

Some translation suggested: 
The onset of troops is like the rush of a torrent which will even roll stones along in its course. The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim. Therefore the good fighter will be terrible in his onset, and prompt in his decision. Energy may be likened to the bending of a crossbow; decision, to the releasing of a trigger. Amid the turmoil and tumult of battle, there may be seeming disorder and yet no real disorder at all; amid confusion and chaos, your array may be without head or tail, yet it will be proof against defeat. Simulated disorder postulates perfect discipline, simulated fear postulates courage; simulated weakness postulates strength. Hiding order beneath the cloak of disorder is simply a question of subdivision; concealing courage under a show of timidity presupposes a fund of latent energy; masking strength with weakness is to be effected by tactical dispositions.
Moran:   When sufficiently agitated, water can carry away stones. This is an example of a power configuration (i.e., a configuration that channels power into a target in an effective way). The ferocity of raptors can rise to the point of destruction [of their prey]. This is on account of sections (i.e., inflections). 【PEM: Bamboo has sections. In what sense do raptors have "sections"? Their actions involve sudden changes in directions that are under their control. For instance, the fastest falcons glide in circular patterns until they spot something, dive at terrific speeds, seize their prey at speed, and yet manage not to crash into the ground. The sudden changes in direction are like the changes in density between the hollow part of a section of bamboo and the solid "caps" at each end of a section.】
【PEM: The g-force experienced by a falcon pulling out of a power dive at about 300 mph is about three times that experienced by a fighter pilot executing a similar powered maneuver.】
For this reason, those who are good at warfare keep their power configurations abrupt and cause the inflections of their movements to occur over short periods of time. 【PEM: In other words, changes at least metaphorically involve sharp turns at high speeds. Fighter pilot and (later) military strategist John Boyd (USAF) was the first to recognize that, assuming general speed equivalence, the plane that could turn more sharply and also both decelerate and accelerate more rapidly was superior in a dogfight.】
A power configuration is like a drawn crossbow. An inflection is like the firing of it. (彍 is a variant of 彉 which has the same meaning as 張 .) 【PEM: In drawing a crossbow, energy is added to a mechanical system by slowly pulling, or even cranking, the bowstring back until it engages with the trigger mechanism where it is held in readiness to be released over a very short period of time and in a particular direction. Note that in the beginning force is directed away from the arrow point, and at the inflect ion point force suddenly begins to be directed toward the arrow noch. The crossbow has parts that are arranged to direct power along a definite configuration or path, and a trigger that is a movable lever with no great mechanical advantage or strength of its own but is yet something that touches off a great change of state in a short time.】
In the fog of armed struggle and disorder, one cannot permit oneself to become mentally disordered. One must be indefinite in outline, chaotic in appearance, and yet inherently cohesive, so that one cannot be defeated. 【PEM: Metaphorically, one always wants to be like a crossbow bolt that quickly shoots into action. One does not want to be like a crossbow that shatters and releases its pent up energy futilely in all directions.】
Disorder is produced out of order. Cowardice is produced out of bravery. Weakness is produced out of strength. 【PEM: Is he talking about real or simulated disorder, etc.? Regardless, one cannot have disorder unless there is something that was originally well ordered, and entropy will eventually produce disorder unless repairs are made on a timely basis.】
Bringing order to disorder is a matter of imposing regularity through strength of mind. Producing bravery out of cowardice is a matter of [the proper use of] power configurations. Bringing strength out of weakness is a matter of structuring things. 【PEM: What he means about bravery is that people, even bold people, are not brave in the abstract. A brave act occurs when there is no choice about the danger faced, yet there is a decision as to whether to flee or to act. Troops, fortifications, etc., can be configured just as impounded water can be directed down a flume.】

Let's discuss:

激水之疾，至於漂石者，勢也﹔  Water when sped can carry away stones. This is influence.
鷙鳥之疾，至於毀折者，節也。:   A bird of prey when sped can destroy a prey. This is chained action.
是故善戰者，其勢險，其節短；   Therefore, good warrior employs dangerous influence and short chained action.
勢如彍弩，節如發機。:   Influence is like a powerful drawn crossbow. Chained action is like its useful short trigger.
紛紛紜紜鬥亂，而不可亂也。渾渾沌沌形圓，而 不可敗也。:   In the diverse and muddled armed struggle, disorder contends disorder, one cannot be confused. In chaos, formations are round-shaped without start or end, one cannot be overcome. 
亂生於治，怯生於勇，弱生於強。:   Disorder comes from order, cowardice comes from bravery, weakness comes from strength.
治亂，數也﹔ 勇怯，勢也﹔ 強弱，形也。 Bring order to disorder by imposing subdivision; bring bravery to cowardice by imposing strategic influence; bring strength to weakness by imposing military shape.

Again the translation was not well done. They thought they have gotten it right, but not the case at all.

Sun Tzu said even as formless as water when sped can carry stones, i.e., influence. Raptor when employing rapid successive actions can kill, i.e., connected action. A successful attack must therefore employs both heavy influence and short killing actions. Even an ordered army can be disordered, a brave soldier can be cowed and a strong army can be weakened. It is important to see these problems and solve them.

In business, both strengths and weaknesses are interchangeable. For example, size may be viewed as a strength, but, it causes clumsiness in decision-making which is a weakness. There is no such thing as a definite strength and a definite weakness. Every considered factor is both a strength and weakness.

The key lesson learned here is that a strength would not forever remain a strength nor a weakness, solving these weaknesses simply require the correct solution set.

b.孫子兵法 (兵勢篇第五) (Chapter 5 - 2) (Part 26)

The last part is here:   孫子兵法 (兵勢篇第五) (Chapter 5 - 1) (Part 25)

兵勢篇

孫子曰：   凡治眾如治寡，分數是也﹔鬥眾如鬥寡，形名是也﹔三軍之 眾，可使必受敵而無敗，奇正是也﹔兵之所加，如以碫投卵者，虛實是也。
          凡戰者，以正合，以奇勝。故善出奇者，無窮如天地，不竭如江河。 終而復始，日月是也。死而復生，四時是也。聲不過五，五聲之變， 不可勝聽也。色不過五，五色之變，不可勝觀也。味不過五，五味之 變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。奇正相生，如環之無端，孰能窮之？
          激水之疾，至于漂石者，勢也﹔鷙鳥之疾，至于毀折者，節也。是故 善戰者，其勢險，其節短。勢如張弩，節如發機。
          紛紛紜紜，鬥亂而不可亂也。渾渾沌沌，形圓而不可敗也。
          亂生于治，怯生于勇，弱生于強。治亂，數也﹔勇怯，勢也﹔強弱， 形也。
          故善動敵者，形之，敵必從之﹔予之，敵必取之。以利動之，以卒動 之。
          故善戰者，求之于勢，不責于人，故能擇人而任勢。任勢者，其戰人 也，如轉木石。木石之性，安則靜，危則動，方則止，圓則行。故善 戰人之勢，如轉圓石于千仞之山者，勢也。

Let's continue ...

          凡戰者，以正合，以奇勝。故善出奇者，無窮如天地，不竭如江河。 終而復始，日月是也。死而復生，四時是也。聲不過五，五聲之變， 不可勝聽也。色不過五，五色之變，不可勝觀也。味不過五，五味之 變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。奇正相生，如環之無端，孰能窮之？

Some translation suggested: 
In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. Indirect tactics, efficiently applied, are inexhaustible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. There are not more than five cardinal tastes (sour, acrid, salt, sweet, bitter), yet combinations of them yield more flavors than can ever be tasted. In battle, there are not more than two methods of attack -- the direct and the indirect; yet these two in combination give rise to an endless series of maneuvers. The direct and the indirect lead on to each other in turn. It is like moving in a circle--you never come to an end. Who can exhaust the possibilities of their combination? 
Moran:   In all warfare, engagements occur on the up and up, but it is by deception or misdirection that one wins. So those who are good in the ways of deception are boundless like Heaven and Earth, inexhaustible like the Yangtze and the Yellow Rivers. Coming to the end, they begin again, just as do the days and months. Dying, they come to life again, just as do the four seasons. There are no more than five notes in the musical scale, but the changes that can be rung on those five notes are infinite in our hearing. 【PEM: By a kind of analogy to the five visible planets (regarded as gods in China as in the ancient Western world), the Chinese listed fives of other kinds of things that were keyed to the lists of the planets. So Mars and the color red were associated, for instance, and the pentatonic scale was explained as a parallel to the other sets of five.】
There are no more than five colors, yet the changes that can be produced among them exceed our powers of discrimination. There are only five flavors to our palates, yet the changes among them exceed our powers of taste. The power configurations of warfare do not exceed the deceptive and the straightforward, yet the changes that can be rung on these two are inexhaustible. Deception and straightforwardness produce each other, like the endlessness of a circulatory system. Who could terminate such a loop? 

Let's discuss:

凡戰者，以正合，以奇勝。:   In battle, use conventional methods to join, use unconventional methods to win.
故善出奇者，無窮如天地，不竭如江河。:   For generals who are good  at deploying unconventional methods, they are as inexhaustible as Heaven and Earth, as unending as the flow of rivers and streams;
終而復始，日月是也。: When the ending would start the beginning, as surely as the sun sets and the moon rises next.
死而復生，四時是也。:   When death would bring forth life, as surely as the four flowing seasons of the year.
聲不過五，五聲之變， 不可勝聽也。: There are no more than five primary notes on the musical scale, but its combination is never ending music to the ears.
色不過五，五色之變，不可勝觀也。:   There are no more than five primary colours (blue, yellow, red, white, black), but its combination is never ending hue to the eyes.
味不過五，五味之 變，不可勝嘗也。:   There are no more than five cardinal tastes (sour, acrid, salt, sweet, bitter), but its combination is never ending flavour to the palate.
戰勢不過奇正，奇正之變，不可勝窮之也。:   There are no more than two methods in warfare formation, unconventional and conventional, but its combination is never ending variation to the battle field.
奇正相生，如環之無端，孰能窮之？:   Hence, unconventional method would bring forth conventional method and vice versa, as perfectly rounded like a smooth ring, how can one exhaust thee.

“孙子兵法，奇正虚实” 中指出：“有正无奇，虽整不烈，无以致胜也；有奇无正，虽锐无恃，难以控御也。” 其大意是：作战只有正兵而无奇兵，阵势虽很严整，但不能给敌方造成突然猛烈的打击，就无法取胜； 只有奇兵而无正兵，攻势虽很锋锐，但无可作依靠的钳制力量，就难以控制住敌人。

This translation is very weak here. The spirit of Sun Tzu was not captured. In this segment, the words were too flowery, mostly not useful. It is sufficed to say that this segment dealt with the most important aspect of the warfare, i.e., creativity.

In business, no two businesses past or present are similar. To attack or to defend, to consume or to dismemberment, to stay or to leave are each unique decision. No two methods can be duplicated. Hence, the only way to success is creativity. Once creativity is sustained, nothing in this world will cause you death. This is most important lesson in life arena.

Let's not talk about IBM or Microsoft, let's deal with Nokia's rise and fall. I am not advocating doing a technology start-up.

Nokia started as a wood cutter in 1865, slowly moved into electronics by 1990s. Her first success was in 1987 where Nokia produced a "large screen" cell phone. After that, it was history. From 1998 to 2012, Nokia became the largest cell phone seller, making tons of money. But, sadly at the same time, Nokia never did innovate beyond the "large screen". She was overtaken by Apple, a nobody in cell phone market by the product known as "smart phone".

From the above story, you would realize that creativity (奇) is key to the success of both Nokia (1987) and Apple (2007).

In 2013, Nokia sold out her cell phone division to Microsoft. She would not die but she has lost her prize.

人無我有，人有我優，人優我廉，人廉我轉，人轉我走。

Very common in chinese business, the above statement rang true to their philosophy. This is indeed the best opportunity to understand and defeat this philosophy.

人無我有，is the start of creativity, i.e., you are able to create something that others don't currently possess. This is correct. Creativity at its best.
人有我優，is also another great point. When others have the same product, we shall improve its quality to differentiate ourselves from our competition. This is also creativity.
人優我廉，is the start of the fall. By cheapening the product sale price, you wouldn't have enough to do R&D. If not enough R&D, you will lose product quality. There is no such thing as no more R&D required. Just look at Nokia at her peak, she could have easily come out with a smart phone concept. It was so easily implementable by her as she was the largest cell phone supplier in the market. The failing is confirmed by cheapening prices. Therefore, never reduce price, instead, increase product quality without increasing or decreasing price.
人廉我轉，is when the product line is now switched to some other product range. This is the most stupid idea. No product can be obsoleted. Every product was produced and succeeded due to a real need. Take for example, lights. Initially, it was candle based. After become the largest supplier of candle wax, when the filament lamps become possible, the rich wax supplier can surely invest in a filament lamp factory to produce light bulbs. His distribution channels were intact and strong as all his customers will still go to the candle stores for candles as lights. If the bulbs are available, they can consume the newer product. Similarly when fluorescent tubes became the new world order. The largest filament bulb manufacturer can surely produce fluorescent tubes as well. What I am saying is the need remained the same, the products answering the need may change. But, everything else such as bankers, distribution channels, suppliers, shippers and customers remained unchanged. If you already have these channels in place, it would be near impossible for newbies such Apple Computer to enter the cell phone arena. It was a fool-mate for Nokia. Eheim till date still produces the best motors for the market, Eheim has produced motors for the Panzer tanks in the world wars. Till now, they are still the best in price and reliability. They only need to continually innovate its product quality.
人轉我走。is the most stupid concept. After investing in the millions and thousand of hours, you walk away to hand the new comer the market. That must be the most stupid idea yet. Nokia did exactly that. The owners of Nokia have no ideas of what they have destroyed.

After writing this essay today, I am very happy. Happy in that the business arena out there is not as clever as I hope them to be. To be my worthy opponent, it really needs power of the mind.

This new year is going to be fun. 黑皮 New Year, everyone ...

b.孫子兵法 (兵勢篇第五) (Chapter 5 - 1) (Part 25)

The last part is here:   孫子兵法 (軍形篇第四) (Chapter 4 - 3) (Part 24)

兵勢篇

孫子曰：   凡治眾如治寡，分數是也﹔鬥眾如鬥寡，形名是也﹔三軍之 眾，可使必受敵而無敗，奇正是也﹔兵之所加，如以碫投卵者，虛實是也。
          凡戰者，以正合，以奇勝。故善出奇者，無窮如天地，不竭如江河。 終而復始，日月是也。死而復生，四時是也。聲不過五，五聲之變， 不可勝聽也。色不過五，五色之變，不可勝觀也。味不過五，五味之 變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。奇正相 生，如環之無端，孰能窮之？
          激水之疾，至于漂石者，勢也﹔鷙鳥之疾，至于毀折者，節也。是故 善戰者，其勢險，其節短。勢如張弩，節如發機。
          紛紛紜紜，鬥亂而不可亂也。渾渾沌沌，形圓而不可敗也。
          亂生于治，怯生于勇，弱生于強。治亂，數也﹔勇怯，勢也﹔強弱， 形也。
          故善動敵者，形之，敵必從之﹔予之，敵必取之。以利動之，以卒動 之。
          故善戰者，求之于勢，不責于人，故能擇人而任勢。任勢者，其戰人 也，如轉木石。木石之性，安則靜，危則動，方則止，圓則行。故善 戰人之勢，如轉圓石于千仞之山者，勢也。

Let's continue ...

This chapter is about strategic influence.

孫子曰：   凡治眾如治寡，分數是也﹔鬥眾如鬥寡，形名是也﹔三軍之 眾，可使必受敵而無敗，奇正是也﹔兵之所加，如以碫投卵者，虛實是也。

Some translation suggested: 
Sun Tzu said:   The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers. Fighting with a large army under your command is nowise different from fighting with a small one:   it is merely a question of instituting signs and signals. To ensure that your whole host may withstand the brunt of the enemy's attack and remain unshaken -- this is effected by maneuvers direct and indirect. That the impact of your army may be like a grindstone dashed against an egg -- this is effected by the science of weak points and strong.
Moran:   Sun Tzu said:   In all cases, regulating the multitudes is no different from regulating small groups — it is a matter of dividing the numbers of them up. 【PEM: Raw power does not itself determine outcomes. Power can be directed against larger or smaller objectives as one chooses.】
Taking on a multitude in combat is like taking on a small group in combat — it is a matter of giving form to names. 【PEM: The Daoist view is that no divisions exist in nature. All divisions are imposed by minds. One may at one time see a single army, a much larger entity than one's own army. But by an act of mind one can see the one-fourth part of the enemy's army that has crossed the river as one army, the army to be 50 demolished by one's own larger army, and the three-fourth part of the enemy's army effectively isolated by the river as another army to be dealt with at some later time. Asymmetrical warfare often works by s mall and highly mobile forces taking on isolated enemy objectives and then quickly melting away.】
The multitudes composing the three armies can be required to accept enemy [assaults] and yet will suffer no defeats — it is a matter o f deception complementing uprightness. When soldiers pile on, it is [or should be] like throwing a whetstone on eggs — a matter of solids versus voids. 

Let's discuss:

孫子曰：   Master Sun said:
凡治眾如治寡，分數是也﹔  Managing large numbers is similar to managing individuals, it is a matter of dividing up their numbers.
鬥眾如鬥寡，形名是也﹔  Taking on multitude combat is similar to taking on small group combat, it is a matter of giving each form a name.
三軍之眾，可使必受敵而無敗者，奇正是也﹔  For a three armies to withstand the brunt of the enemy's attack and remain unshaken, it is effected by an unusual against a usual maneuver.
兵之所加，如以碫投卵者，虛實是也。 When soldiers pile on, it is like throwing a whetstone on a egg, creating a solid against a void.

This translation is very weak. I am glad that the translation has been so weak all along. It gives me strength. It is not easy to understand Sun Tzu. His pain. But, if you study too the battle between Liu Bang and Xiang Yu, the three kingdoms or any extended war classics, you would have at least a glimmer into the inner thoughts of Sun Tzu.

In life, there are many lucky occasions where one is catapulted to super high heights. Some managed to sustain that height. Many don't. Many ended up in miseries and sadness asking for the rest of their miserable existence why weren't they able to continue with the success story, but ending up to wallow their depths. Luck is just an occasion where the confluence of odds will make you an advancement. But, that advancement is unmerited, i.e., you don't deserve that advancement but yet it is given to you. To be able to sustain it, you need to have innate skills. These skills will need to be accumulated. Just like in the game arena, you would notice that you will always fall back to the level you are used to, after a quick advancement. Your innate skills will always support your rank in the game. Occasionally you will advance to slightly higher ranks but never too much. After a couple of years and skills development, you realized you will slowly progress and advance in your true rank.

Success is never found on luck. It was occasional luck that make your advancement less painful. It is at best a lubricant, but never a gateway to better future.

In business, good internal organisation means each small business group within the organisation can function on their own. Each of these small groups will then link like nodes to form larger structures. Once each node is hardened and the communication to each node is complete, the business organisation would be indefeasible against external threats. When attacking, one must pile on numbers to destroy the smallish enemy.

It is a simple interpretation. Most business organisations nowadays are quite nibble and efficient, not much faults can be defined. Organisationally, it is good to ensure that employees can operate in very small groups to produce a business function. That way, the employees will feel a sense of responsibility and belonging. In the event, one needs to cut functions, the boss can do so in logical units, without losing node integrity.

Up to now, Sun Tzu is still in the numbers game, i.e., he defined each soldier as a digit. Not cleverer nor more stupid than the enemy trooper. To defeat an enemy, it is a matter of piling numbers to the problem. Not wrong. I believed his true feeling was he would train his troops well, but erred on the side of numbers, i.e., on equal strengths, he might and would win, but with superior numbers, he would make no mistake.

b.孫子兵法 (軍形篇第四) (Chapter 4 - 3) (Part 24)

The last part is here:   孫子兵法 (軍形篇第四) (Chapter 4 - 2) (Part 23)

軍形篇

孫子曰：昔之善戰者，先為不可勝，以侍敵之可勝。不可勝在己，可 勝在敵。故善戰者，能為不可勝，不能使敵之必可勝。故曰：勝可知 ，而不可為。
          不可勝者，守也﹔可勝者，攻也。守則不足，攻則有餘 。善守者，藏于九地之下﹔善攻者，動于九天之上。故能自保而全勝也。
          見勝不過眾人之所知，非善之善者也﹔戰勝而天下曰善，非善之善者也。故舉秋毫不為多力，見日月不為明目，聞雷霆不為聰耳。古之所 謂善戰者，勝于易勝者也。故善戰之勝也，無智名，無勇功。故其戰 勝不忒。不忒者，其所措必勝，勝已敗者也。故善戰者，立于不敗之 地，而不失敵之敗也。是故勝兵先勝而後求戰，敗兵先戰而後求勝。
          善用兵者，修道而保法，故能為勝敗之政。兵法：一曰度，二曰量，三曰數，四曰稱，五曰勝。地生度，度生量 ，量生數，數生稱，稱生勝。故勝兵若以鎰稱銖，敗兵若以銖稱鎰。勝者之戰民也，若決積水于千仞之谿者，形也。

Let's continue ...

          善用兵者，修道而保法，故能為勝敗之政。兵法：一曰度，二曰量，三曰數，四曰稱，五曰勝。地生度，度生量，量生數，數生稱，稱生勝。故勝兵若以鎰稱銖，敗兵若以銖稱鎰。勝者之戰民也，若決積水于千仞之谿者，形也。

Some translation suggested: 
The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success. In respect of military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances; fifthly, Victory. Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances. A victorious army opposed to a routed one, is as a pound's weight placed in the scale against a single grain. The onrush of a conquering force is like the bursting of pent-up waters into a chasm a thousand fathoms deep.
Moran:   Those who are good at using troops will mend their Dao and protect their laws so that they will be able to conduct a governance that wins out over defeat. 【PEM: The Dao or Way mentioned here is probably the same as that mentioned at the beginning of this book. It is the set of beliefs and aspirations that the ruler has nurtured throughout society. In the world of today this Dao is relevant to laws and to standards of international behavior.】
The components of warfare: The first is called a metric. 【PEM: The character 度 is used to speak of marks inscribed in some artifact such as a bronze measuring rod. So the primary sense would be a linear measure of something.】
The second is called measure. 【PEM: Knowledge about favorable and unfavorable conditions would be obtained by applying some metric to measure some actual situation. While a 度 is a measure of length, a 量 is a measure of volume. There may be some idea of going from abstract characterizations such as length to more concrete characteristics such as the area or the volume of something. Or perhaps the two terms are related in the same general way as distances to travel are related to the volumes of food and water that must be provided for the trip.】
The third is called enumeration (calculation). 【PEM: Planning things out step by step, e.g., how much fodder for the oxen and horses is really required to get from here to there?
【PEM: Knowing what the conditions really are. Using the metrics and real measures to actually determine what is what, and then setting things in some useful order.】
The fourth is called weighing and evaluation. 【PEM: This part is operational and is based on the previous three steps being in place. How are things going at each step? Put the measured conditions of one's troops and the opposition's troops on the balance scale.】
The fifth is called victory. 【PEM: If the above four steps are well handled, one will avoid putting oneself on the offensive when one is not going to be adequately prepared and thereby get defeated.】
Geography (lay of the land, the terrain) produces metrics. 【PEM: It imposes a metric somehow. Maybe Master Sun just means that the distance from my capital to their capital determines how far they must come to attack me, and similar such considerations.】
Metrics produce measures. 【PEM: In addition to being able to make simple measurements of area, volume, weight, etc., one can measure more abstract conditions such as the current effectiveness range of a certain regiment. If one has a metric, a way to measure conditions, then one can form measures of the conditions of one's army, the opposition's army, etc.】
Measure produces enumeration (i.e., calculations). 【PEM: Once the statistics are in, one can do calculations.】
Enumeration produces weighing [one thing against another in the balance]. 【PEM: With the statistics in hand one can do realistic. objective comparisons.】
Weighing (comparisons at each step for each metric) produces victory. 【PEM: The rule is: Do not attack when one is in an inferior position. Attack only when the enemy has already assured his defeat and one knows it. These judgments must be objective. They must be based on empirical evidence and not on wishful thinking.】
Truly, using victorious armies resembles weighing a full measure of gold against 1/24 measure of gold. Using losing armies resembles weighing 1/24th measure of gold against a full measure of gold. 【PEM: This comment validates the notes given above. Master Sun seems to prefer a quantitative superiority, in any battle to be undertaken, of about twenty-four to one.】
The warfare of a victor is like the cutting loose of impounded water over a ravine of a thousand rods depth — the whole thing is thereafter only a matter of the lay of the land. 【PEM: This sentence gives a good example of a 勢 (power configuration.) Having water is not enough. Having impounded water is not, in itself, worth much more. But having impounded water in a location that assures that if released it will deliver irresistible force in a particular direction or against a particular point of opposition gives one a kind of real power in the world. Having introduced the idea here, the next chapter discusses power configurations in detail.】
 
Let's discuss:

善用兵者，修道而保法，故能為勝敗之政。:   Good general shall implement dignity into the laws (修道以得人心). These laws shall determine the governance's victory or defeat.
兵法﹕一曰度，:   The components of warfare:   First is length.
二曰量， Second is measure.
三曰數， Third is count.
四曰稱， Fourth is weigh.
五曰勝。 Fifth is victory.
地生度， Land gives length.
度生量， Length gives measure.
量生數， Measure gives count.
數生稱， Count gives weigh.
稱生勝。 Weigh gives victory.
故勝兵若以鎰稱銖，敗兵若以銖稱鎰。 Therefore, winning army resembles weighing a full measure of gold against 1/24 measure of gold. Losing armies resembles weighing 1/24th measure of gold against a full measure of gold.
勝者之戰，若決積水於千仞之谿者，形也。 The warfare of a victor is conducted like cutting loose a dam of water over a ravine of a thousand rods depth — lay of the land.

This is the meat part of the chapter. Everything else are more airy-fairy.

In business, SunTzu said that good dignified laws should be implemented into the business organization. The business market shall provide the dimensions (length) of the business focus. These dimensions are measured and counted as factors. Each factor is weighed against each other to evaluate the chance to victory. A winning evaluation is a strength study of 24 : 1, overwhelming strong.

I feel that SunTzu is getting more and more kiasu and kiasi. Unless he evaluated the chance of absolute 24 is to 1, he would not attack. Any chance of losing a battle, I would presume he would not fight. Such conservation. It was the same advice of not borrowing from the banks by my dad long time ago. I didn't realise that as age catches up, the old guy will get more and more risk adverse. Very interest indeed.

韩信 (Han Xin) didn't even bother to save his boss until he grew numerically and technically way stronger than Xiang Yu. Only then Han Xin would supply the army to conduct a joint-attack on Xiang Yu. A Han 600,000 troopers against Xiang Yu's 150,000 crack troopers. This was done using a 10-face ambush. Han Xin won convincingly.

My dad didn't explain his reason for not-borrowing from the banks many years ago. I didn't take note of this advice until years later. Borrowing from banks was so easy and quick way to business possibilities. But, as business grew, these bank borrowings became heavier and heavier on my neck. I couldn't even move a single step until I got ride of these fucking loans. Looking back, if I had not borrowed my business would have grown much much slower in the beginning, but would fly way past my current achievement. Borrowing from banks is like getting 諸侯 to lend army troopers for war. Han Xin never trusted the support of 諸侯, he grew the army on his own, never once trusted support from any 諸侯. When the going gets tough, 諸侯 would withdraw their troops from engaging, leaving the general venerable to failures. I was like that. When the going gets tough, all loans were recalled, leaving me stark naked to face my enemies, exposing my absolute weaknesses. Luckily I survived. Unfortunately, such lesson was learned the hard way.

So, it is 欲速则不达. I have learned this very valuable lesson.

For those of you still on borrowings, be very careful. Your strength is no match to the bank's recall of loans. Once recalled, you can almost assume a very negative status. Not only you can't start from square 0 or 1, you start from square negative 20, i.e., you need to first repay your failures, save again your starting daily expenses, before allowing to restart like any 21yo kiddo with zero dollar. This is the grim reality of life's failure. It is never a free lunch. You have to pay with your life.

b.孫子兵法 (軍形篇第四) (Chapter 4 - 2) (Part 23)

The last part is here:   孫子兵法 (軍形篇第四) (Chapter 4 - 1) (Part 22)

軍形篇

孫子曰：昔之善戰者，先為不可勝，以侍敵之可勝。不可勝在己，可 勝在敵。故善戰者，能為不可勝，不能使敵之必可勝。故曰：勝可知 ，而不可為。
          不可勝者，守也﹔可勝者，攻也。守則不足，攻則有餘 。善守者，藏于九地之下﹔善攻者，動于九天之上。故能自保而全勝也。
          見勝不過眾人之所知，非善之善者也﹔戰勝而天下曰善，非善之善者也。故舉秋毫不為多力，見日月不為明目，聞雷霆不為聰耳。古之所 謂善戰者，勝于易勝者也。故善戰之勝也，無智名，無勇功。故其戰 勝不忒。不忒者，其所措必勝，勝已敗者也。故善戰者，立于不敗之 地，而不失敵之敗也。是故勝兵先勝而後求戰，敗兵先戰而後求勝。
          善用兵者，修道而保法，故能為勝敗之政。 兵法：一曰度，二曰量，三曰數，四曰稱，五曰勝。地生度，度生量 ，量生數，數生稱，稱生勝。 故勝兵若以鎰稱銖，敗兵若以銖稱鎰。 勝者之戰民也，若決積水于千仞之谿者，形也。

Let's continue ...

          見勝不過眾人之所知，非善之善者也﹔戰勝而天下曰善，非善之善者也。故舉秋毫不為多力，見日月不為明目，聞雷霆不為聰耳。古之所 謂善戰者，勝于易勝者也。故善戰之勝也，無智名，無勇功。故其戰 勝不忒。不忒者，其所措必勝，勝已敗者也。故善戰者，立于不敗之 地，而不失敵之敗也。是故勝兵先勝而後求戰，敗兵先戰而後求勝。

Some translation suggested: 
To see victory only when it is within the ken of the common herd is not the acme of excellence. Neither is it the acme of excellence if you fight and conquer and the whole Empire says, "Well done!" To lift an autumn hair is no sign of great strength; to see the sun and moon is no sign of sharp sight; to hear the noise of thunder is no sign of a quick ear. What the ancients called a clever fighter is one who not only wins, but excels in winning with ease. Hence his victories bring him neither reputation for wisdom nor credit for courage. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy. Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory.
Moran:   The ability to see "victory" does not exceed what the multitudes are able to understand, and it is not the best of all good abilities. When a battle is won everyone on earth says that is good, but it is not the best of all good outcomes. Now lifting a hair taken from the winter pelt of an animal is not deemed an extreme of strength. Seeing the sun or the moon is not credited as having acute vision. Hearing crashes of thunder is not called acute hearing. Those in antiquity who were good at warfare won under circumstances where it was easy to win. Therefore those who won good wars did not get a name for being wise, nor were they praised for their bravery. So their war victories came from their not making errors. The plans executed by those who did not err had to have succeeded. They won out over those who were already defeated. So those who are good at warfare first establish themselves in an invincible position, and then take care not to let go of the defeat of their enemies [if it is offered to them]. For that reason, victorious armies will first win and only then seek warfare. Losing armies will first go to war and only later seek [the way to achieve] victory.

Let's discuss:

見勝不過眾人之所知，非善之善者也﹔   Able to foresee "victory" no keener than the common public perception is not good enough.
戰勝而天下曰善，非善之善者也。:   Winning a battle and gain praises of everyone is not good enough.
故舉秋毫不為多力，:   Therefore, able to lift newly-grown down is not termed "great strength",   見日月不為明目，:   Able to spot the sun or moon is not termed "keen vision",   聞雷霆不為聰耳。:   Able to hear the thunderclap is not termed "acute hearing".
古之所謂善戰者，勝於易勝者也。:   The ancient warriors are good at choosing where it was easy to win.
故善戰之勝也，無智名，無勇功。:   Therefore, those good warriors won battles that did not get themselves a name for being wise, nor were they praised for their bravery.
故其戰勝不忒。:   Hence, their battle victories come from not erring.
不忒者，其所措必勝，勝已敗者也。:   Those that don't err would execute particular plans to victory and would have won over those who were already defeated.
故善戰者，先立於不敗之地，而不失敵之敗也。:   Therefore, good warriors first establish themselves in an indefeasible position and then, not miss the opportunity to take defeat of enemies.
是故勝兵 , 先勝而後求戰，敗兵 , 先戰而後求勝。 Hence, for that reason, victorious army will seek victory before going into battle. Losing army will go into battle before seeking victory.

Wow ... The translation is still very weak.

SunTzu obviously drew lessons from seasoned campaigners. He explained any clever warrior must first make himself totally indefeasible and attack only if he has the certain victory opportunity, only then will he attack.

This is absolutely true in business. In business, forget about invading other competitor's products. Stay focused and concentrate on developing the product's quality. Only with quality, your product will not perish in the market (indefeasible). The price of the product is not an issue. If it is really that good, it can be priced higher. The market penetration may be slower but your competitors will not be able to kill you simply because their products are currently not as good as yours. Consumers are not dumb. They are great at discerning quality. They are just cheapskate, wanting great quality with zero price. But, pushed to the corner, the consumers will consume the best price-value product.

By retaining an indefeasible position, i.e., your product has a loyal following. Once the competitors show weakness, you can now attempt the attack and attain complete victory. But, in other chapters, this form of attacking is not the most ideal form of warfare.

Any attack on enemy's territories must be done in such a way that it is silent and of assumingly little effort. Any victory must look and sund effortless so that the public place is not alerted of your victory, but assume that the enemy has perished due to ill market conditions and not due to attacks.

At the end of the day, SunTzu still advocated non-battles or battle with easy wins.

So too in business, try to minimize attacks and just mind your own fucking business. If forced to attack, choose those already defeated. If you have read the book: 48 Laws of Power (highly recommended), you would have understood the best form of power must come from seemingly effortless attempts. Enemies will fear your presence and refuse to engage you into battle. Your existence would be assured. Only assured existence ensures life and longevity. Victory over territory and enemy is only a matter of patience and time.

p.楚漢傳奇 (Part II)

The last part is here:   Show - 楚漢傳奇

This a second part discussion of  韩信 (Han Xin):

After Xiang Yu's death, China was unified under Liu Bang's rule, and Liu granted Han Xin the title of "King of Chu" in recognition of his contributions. Months later, Liu Bang declared himself Emperor of China and later became known as Emperor Gaozu of the Han Dynasty. 

In 202 BC, Zhongli Mo (one of Xiang Yu's generals), who was wanted by the Han government, came to Han Xin and requested for refuge. On account of their past friendship, Han Xin protected Zhongli Mo and let him stay in his house. When Emperor Gaozu heard that Zhongli Mo was hiding in Han Xin's fief, he ordered Han to arrest Zhongli, but Han refused. 

A year later, Gaozu heard rumours that Han Xin was plotting a rebellion. Chen Ping proposed to Gaozu to lure Han into a trap and capture him, on the pretext of ordering him to attend a meeting in Chen (present-day Huaiyang, Henan). Meanwhile, Zhongli Mo committed suicide to prevent Han Xin from getting into trouble. Han Xin brought Zhongli Mo's severed head to meet Gaozu later and explain his innocence, but Gaozu ordered Han to be arrested. Han Xin exclaimed, "It is true when people say: The hunting dog becomes food as well after it is used to hunt game; a good bow is discarded when there are no birds left for shooting; an advisor dies after he helps his lord conquer a rival kingdom. Now that the empire is in place, I no longer serve any purpose!" Although Gaozu pardoned Han Xin and released him later, he still demoted Han from "King of Chu" to "Marquis of Huaiyin".

After his demotion, Han Xin knew that Emperor Gaozu was beginning to distrust him and become more wary of him, because Han Xin had proven himself to be such a brilliant military leader that he even had the ability to seize Gaozu's empire for himself. Hence, Han Xin claimed to be ill and stayed at home most of the time to reduce Gaozu's suspicions. Around 197 BC, Chen Xi (Marquis of Yangxia) met Han Xin before leaving for Julu, requesting for Han's support in an uprising against the Han Dynasty. Not long later, Chen Xi rebelled and Gaozu personally led an army to suppress the rebellion. 

While Gaozu was away, Empress Lü Zhi heard rumours of Han Xin's involvement in the rebellion, and she plotted with Xiao He to lure Han into a trap. Han Xin was arrested and executed in a torturous manner in Changle Palace, along with his mother, wife and close relatives. Han Xin's clan was exterminated on the empress's orders as well. Upon his return from his campaign, Gaozu expressed both glee and regret when he learnt of Han Xin's death. He asked the empress for Han Xin's last words, which were, "I regret not listening to Kuai Tong's advice." 

In legend, Gaozu once promised Han Xin that if he "faced Heaven and stood firm on Earth" (頂天立地; i.e. remained loyal) to the Han Dynasty, he would not have Han Xin killed by any weapon used by soldiers. Hence, when Han Xin was executed, he was hung inside a great bell and pierced to death with swords made from wood or bamboo. As such, when he died, Han Xin was neither "facing Heaven" (because his body was covered by the bell) nor "standing firm on Earth" (because he was suspended inside the bell), and was not killed by any weapon used by soldiers (soldiers do not use wooden or bamboo swords).

My Comment 

Han Xin was a beautiful strategist and a master of warfare. But, as a general and user of man, he must be able to foretell his own fortune. He must never be an employee for all his life. No master would tolerate an over-powering or bearing subordinate. Once the empire is secured, he would be removed.

Therefore no matter how strong you are in the big organisation, you will meet your end when the time is nigh. If you want to build an business empire, make sure you depend on nothing for that success. Only then, you will find peace and happiness. Han Xin was a good guy, but he trusted the wrong boss. Sometimes, you are classified as sexy by the boss only simply because you are still useful and non-replaceable or you have something the boss needs to execute his business tasks. I know that sounded ruthless in managing bosses. But how many bosses are not pure fuckens?  If you trust your boss, there is only one permanence, i.e., he will simply bite your ass when the time is right. 

Being an employee is alright. But, after having served and getting slaughter at the end is not my idea of retirement. Build some self-esteem! At least we determine our own fate. Fuckens are always there. Don't ever believe fuckens will think of you. They will praise you, use you, promote you, pamper you and kill you because you are getting too expensive to keep. Remember Boxer in the Animal Farm. He was Han Xin. Sad. Self-preservation is key.

b.The Balance of Business Power

The last part is here:   Strategy - Business Methods 

Every business has various power circles. Those that carry money has power. Those that carry the technology has power. Those that carry the distribution channels has power. There is therefore a need to balance these powers. Every power centre is always suspicious of other powers' intentions. So there is always a need to have open conversations. As long as the power circle is happy that their power is not undermined or being eroded by nearby powers. They will remain loyal. If ever possible, rotate their roles among each other. That way, they wouldn't be able to grow absolute power within their power circle.

Once these power circles are feeling lazy, give them new problem sets to solve. Occupy their minds. A wandering mind is dangerous to the business. There are always challenging problem sets in building product quality into the business. Give them those.

Learn from Liu bang, you must be able to absorb all kind of talents and resources. They will follow your steps if you treat them genuinely true. Don't at any one time hoodwink them. They will abandon you big time. After you have built your business empire. Learn to share it with them. Be absolutely fair. They will respect you.

Many guys after their heady years would like to slow down and see the world in a slower pace. They would be your most loyal partners.

With a thriving business, there is always food on the table.

b.孫子兵法 (軍形篇第四) (Chapter 4 - 1) (Part 22)

The last part is here:   孫子兵法 (謀攻篇第三) (Chapter 3 - 5) (Part 21)

軍形篇

孫子曰：昔之善戰者，先為不可勝，以侍敵之可勝。不可勝在己，可 勝在敵。故善戰者，能為不可勝，不能使敵之必可勝。故曰：勝可知 ，而不可為。
          不可勝者，守也﹔可勝者，攻也。守則不足，攻則有餘 。善守者，藏于九地之下﹔善攻者，動于九天之上。故能自保而全勝也。
          見勝不過眾人之所知，非善之善者也﹔戰勝而天下曰善，非善之善者也。故舉秋毫不為多力，見日月不為明目，聞雷霆不為聰耳。古之所 謂善戰者，勝于易勝者也。故善戰之勝也，無智名，無勇功。故其戰 勝不忒。不忒者，其所措必勝，勝已敗者也。故善戰者，立于不敗之 地，而不失敵之敗也。是故勝兵先勝而後求戰，敗兵先戰而後求勝。
          善用兵者，修道而保法，故能為勝敗之政。 兵法：一曰度，二曰量，三曰數，四曰稱，五曰勝。地生度，度生量 ，量生數，數生稱，稱生勝。 故勝兵若以鎰稱銖，敗兵若以銖稱鎰。 勝者之戰民也，若決積水于千仞之谿者，形也。

Let's continue ...

This chapter is about military shape.

孫子曰：昔之善戰者，先為不可勝，以侍敵之可勝。不可勝在己，可 勝在敵。故善戰者，能為不可勝，不能使敵之必可勝。故曰：勝可知 ，而不可為。
          不可勝者，守也﹔可勝者，攻也。守則不足，攻則有餘 。善守者，藏于九地之下﹔善攻者，動于九天之上。故能自保而全勝也。

Some translation suggested: 
Sun Tzu said: The good fighters of old first put themselves beyond the possibility of defeat, and then waited for an opportunity of defeating the enemy. To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself. Thus the good fighter is able to secure himself against defeat, but cannot make certain of defeating the enemy. Hence the saying: One may know how to conquer without being able to do it. 
Security against defeat implies defensive tactics; ability to defeat the enemy means taking the offensive. Standing on the defensive indicates insufficient strength; attacking, a superabundance of strength. The general who is skilled in defense hides in the most secret recesses of the earth; he who is skilled in attack flashes forth from the topmost heights of heaven. Thus on the one hand we have ability to protect ourselves; on the other, a victory that is complete.  
Moran:   SunTzu said:   Those in antiquity who were good at warfare first made sure that they could not be overcome in order to wait for such time as the enemy could be overcome. Being unconquerable is something that one can arrange on one's own behalf. Their being susceptible to conquest depends on them. Truly, those who are good at warfare can make themselves unconquerable, but they cannot make it so that the enemy must fall in defeat. So it is said:   One can comprehend victory, but one cannot make it happen. Being invincible is a matter of self protection. Vulnerability is a matter of oneself going on the attack. 【PEM: In hand-to-hand combat, "protecting oneself" has at least two aspects. On the one hand, one can wall oneself off from attack by always staying barricaded at home or something of that sort. The problem with that approach is that one becomes one's own prisoner. Going about town in a tank is not much better.  
【PEM: Walking down the street one can do much toward self protection by things such as not giving off victim vibrations, not walking into obviously threatening situations, not flashing a great amount of cash, etc. That kind of protection can go on right up to the moment that an assailant gets to within striking distance. At the point that one's back is to the wall, at the point when there is no way of escape, if the assailant persists in preparations for attack (and those preparatory moves may only take an additional second or so) it is not at all clear that one can be invincible. One's "mistake" was not to have stayed at home, having come to the aid of a damsel in distress, etc. 
【PEM: This is the situation that is specific to the training of a martial artist. Many people will have other kinds of preparation to avoid attacks, and their ways will succeed or fail depending on circumstances. Many people will carry a pistol or other defensive weapon. But pulling a pistol puts one in the situation of possibly having to use it — and of then hesitating to use it due to psychological manipulation by one's assailant, awareness of a possible felony charge, etc.
【PEM: Massad Ayoob says to always make sure that any witnesses hear you say: "Don't threaten me! Put that gun down!" etc., not only in the hope that they may intervene but also, in case you hurt your assailant, so that it does not appear to witnesses that you were the felon.
【PEM: The key point that SunTzu is making, I think, is that there are disadvantages to going on the attack. The reason, especially in a self defense situation on the street, is that whoever attacks first has to commit and the person who awaits the attack has great freedom of movement with no countervailing momentum to overcome. One the attacker is in motion (or, if the defender is good enough to do a sen no sen defense as soon as the attacker's mind is in motion to attack), then the attacker is committed to one course of action an d changing his course of action will require resisting his own inertia. The defender, however, can go to either side, can step back, or can even step forward and totally disrupt most unarmed attacks. The mongoose knows how to defeat the cobra. (A sen no sen or "before the before" defense is one in which the attacker starts before the defender begins to move, but the defender still makes a counter - strike that connects before the original attack can be completed.)】
In the case of self protection there may be [a perceived] insufficiency. In the case of attack there may be [a perceived] excess in capacity. 【PEM: Self-protectiveness can be an indication that one does not believe oneself to have tactical superiority. Leaders faced with the need to defend their own territory often fear they may not be able to provide a sufficient defense. 【PEM: Aggressiveness can be an indication that one believes oneself to have the upper hand. On the other hand, it may be bluster. It is easier to overestimate one's capacities when it is the enemy's territory that is perceived as being placed at risk.】
Those who are good at self protection treasure resources away in all quadrants of the country. 【PEM: Resilience.】
Those who are good at attack move over all the land (as though travelling in the heavens). 【PEM: Mobility.】
So [by having the two strengths] one is able to protect oneself and also have complete victory. 【PEM: One is not tied down to any heavy defenses in one's own country but can melt and reform, never far from known caches. In a complementary way one has the mobility to permit one to strike anywhere within or around that domain.】 

Let's discuss:

孫子曰﹕   SunTzu said:
昔之善戰者，先為不可勝，以待敵之可勝。不可勝在己，可勝在敵。:   Seasoned warriors will ensure first they could not be overcome, while lie in wait for the time to overcome the enemy. One can make thyself unconquerable, but only the enemy can allow the conquest to be won.
故善戰者，能為不可勝，不能使敵必可勝。:   Therefore, good warriors are those who are good at making themselves unconquerable, however they can never make sure victory of the enemy.
故曰﹕勝可知，而不可為。:   So it is said:   One can deduce victory, but one cannot make it happen.
不可勝者，守也﹔  If the battle cannot be won, defend.
可勝者，攻也。:   If the battle can be won, attack.
守則不足，攻則有餘。:   If defending, there is a perceived insufficiency. If attacking, there is a perceived excess.
善守者，藏於九地之下﹔   One is good in defence, military resources will be concealed in the deepest abysses.
善攻者，動於九天之上。:   One is good in attack, military resources will be summoned as if from the highest heavens.
故能自保而全勝也。:   Hence, in defence, one can totally self-preserve; on attack, victory is wholesome.

The translation is fucking weak. The translators have totally misunderstood the passage.

SunTzu obviously drew lessons from seasoned campaigners. He explained any clever warrior must first make himself invincible and totally defensible and attack only if he has the opportunity, only then can he be assured of full victory.

This is absolutely true in business. In business, forget about invading other competitor's products. Stay focused and concentrate on developing the product's quality. Only with quality, your product will not perish in the market. The price of the product is not an issue. If it is really that good, it can be priced higher. The market penetration may be slower but your competitors will not be able to kill you simply because their products are currently not as good as yours. Consumers are not dumb. They are great at discerning quality. They are just cheapskate, wanting great quality with zero price. But, pushed to the corner, the consumers will consume the best price-value product.

By retaining an invincible position, i.e., your product has a loyal following. Once the competitors show weakness, you can now attempt the attack and attain complete victory. But, in other chapters, this form of attacking is not the most ideal form of warfare.

SunTzu was unusually hateful of full battle engagement. I wonder why?

b.孫子兵法 (謀攻篇第三) (Chapter 3 - 5) (Part 21)

The last part is here:   孫子兵法 (謀攻篇第三) (Chapter 3 - 4) (Part 20)

謀攻篇

孫子曰：凡用兵之法，全國為上，破國次之﹔全軍為上，破軍次之﹔ 全旅為上，破旅次之﹔全卒為上，破卒次之﹔全伍為上，破伍次之。 是故百戰百勝，非善之善也﹔不戰而屈人之兵，善之善者也。
           故上兵伐謀，其次伐交，其次伐兵，其下攻城。攻城之法為不得已。 修櫓轒轀、具器械、三月而後成，距闉，又三月而後已。將不勝其忿 ，而蟻附之，殺士三分之一，而城不拔者，此攻之災也。故善用兵者 ，屈人之兵而非戰也。拔人之城而非攻也，破人之國而非久也，必以 全爭于天下，故兵不頓，而利可全，此謀攻之法也。
          故用兵之法，十則圍之，五則攻之，倍則分之，敵則能戰之，少則能逃之，不若則能避之。故小敵之堅，大敵之擒也。
          夫將者，國之輔也。輔周則國必強，輔隙則國必弱。
          故君之所以患于軍者三：不知軍之不可以進而謂之進，不知軍之不可 以退而謂之退，是為縻軍﹔不知三軍之事，而同三軍之政者，則軍士惑矣﹔不知三軍之權，而同三軍之任，則軍士疑矣。三軍既惑且疑， 則諸侯之難至矣，是謂亂軍引勝。
          故知勝有五：知可以戰與不可以戰者勝，識眾寡之用者勝，上下同欲 者勝，以虞待不虞者勝，將能而君不御者勝。此五者，知勝之道也。
          故曰：知己知彼，百戰不貽﹔不知彼而知己，一勝一負﹔不知彼不知 己，每戰必貽。

Let's continue ...

          故知勝有五：知可以戰與不可以戰者勝，識眾寡之用者勝，上下同欲 者勝，以虞待不虞者勝，將能而君不御者勝。此五者，知勝之道也。
          故曰：知己知彼，百戰不貽﹔不知彼而知己，一勝一負﹔不知彼不知 己，每戰必貽。

Some translation suggested: 
Thus we may know that there are five essentials for victory: 
(1) He will win who knows when to fight and when not to fight. 
(2) He will win who knows how to handle both superior and inferior forces. 
(3) He will win whose army is animated by the same spirit throughout all its ranks. 
(4) He will win who, prepared himself, waits to take the enemy unprepared. 
(5) He will win who has military capacity and is not interfered with by the sovereign.
Hence the saying:   If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.
Moran:   So it is known that victory has five components: (1) Those who know when it is all right to go to war and when it is not all right to go to war will have victory. (2) Those who recognize the way to use both forces that are superior and forces that are inferior in number to the opposition will have victory. (3) Those who see to it that those who are superior and those who are subordinate have the same desires will have victory. (4) Those who will put the forewarned in wait for the heedless will have victory. (5) The generals who have ability and who do not suffer the interference of their sovereigns will have victory.  These five things are the ways by which one may recognize victory. So it is said:   Know the other side, and know yourself. Then in one hundred conflicts you will not be in peril. If you do not know the other side yet know yourself, you will win some and lose some. If you neither know the other side nor know yourself, then in every battle you must face defeat.

Let's discuss:

故知勝有五:   Therefore, victory is known in 5 situations:
知可以戰與不可以戰者勝，:   (1) If one knows when one will fight and when one will not fight, wins.
識眾寡之用者勝，:   (2) If one recognises the use of superior and inferior numbers, wins.
上下同欲者勝，:   (3) If the desires of upper and lower echelons are the same, wins.
以虞待不虞者勝，:   (4) If one is prepared lies in wait the unprepared, wins.
將能而君不御者勝。:   (5) If the general is able and free from interference of the ruler, wins.
此五者，知勝之道也。:   With these 5 situations, one knows the way to victory.
故曰﹕  Therefore it is said:
知彼，知己，百戰不殆﹔:   Know other, and know thyself, in one hundred battles, one will not perish.
不知彼，而知己，一勝一負﹔:   Don't know other, but know thyself, one victory, one defeat.
不知彼，不知己，每戰必敗。:   Don't know other, don't know thyself, every battle faces defeat.

In business battles, if one knows when or not to engage, the correct use of numbers, the ambition of entire organisation is the same, be prepared and each soldier is free to give his level best, victory is assured. Then it will lead to the very famous saying:   Know the enemy and know thyself, a hundred battle a hundred victory. (Although not very accurately translated.) 

To win a business battle, we must not only know ourselves well, we must also know the strengths and weaknesses of our enemy's, only then can we be assured of non-peril. We might not always win, but we will not perish.

SunTzu is very clear about this concept of non-peril. It is alright not to win all the time, but first, we must not perish. Self-preservation is key in any business games.

One of most interesting trick I noticed in business games is that of the ambitions of every player. Like in game theory suggested by John Nash:

In game theory, the Nash equilibrium is a solution concept of a non-cooperative game involving two or more players, in which each player is assumed to know the equilibrium strategies of the other players, and no player has anything to gain by changing only their own strategy. If each player has chosen a strategy and no player can benefit by changing strategies while the other players keep theirs unchanged, then the current set of strategy choices and the corresponding payoffs constitute a Nash equilibrium.

Stated simply, Amy and Wili are in Nash equilibrium if Amy is making the best decision she can, taking into account Wili's decision, and Wili is making the best decision he can, taking into account Amy's decision. Likewise, a group of players are in Nash equilibrium if each one is making the best decision that he or she can, taking into account the decisions of the others.

A strategy is dominant if, regardless of what any other players do, the strategy earns a player a larger payoff than any other. Hence, a strategy is dominant if it is always better than any other strategy, for any profile of other players' actions. Depending on whether "better" is defined with weak or strict inequalities, the strategy is termed strictly dominant or weakly dominant. If one strategy is dominant, than all others are dominated. For example, in the prisoner's dilemma, each player has a dominant strategy. 

Master therefore the Art of War, the way of business is never simpler.

In fact the reason why John Nash won a nobel prize is because this is precisely what the entire SunTzu's Art of War meant in a few short words - the Nash Equilibrium.