THE ART OF WAR IN

BUSINESS PERSPECTIVE

KATRINA DIANE G. LUCRIDA

DAISY JOY P. SALAVARIA

1
Sun Tzu Lionel Giles
 Ancient General and Strategist  Victorian Scholar and Translator (1875-1958)
 Believed to have Authored the Art Of War  Curator of Oriental Manuscripts, British Museum
 Influential treatise on military tactics  1910 Translation of Sun Tzu’s The Art Of War

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 The Art of War is divided into 13 Chapters
 Derived a set of strategic rules for Business Analysts
 simplify the complexity of strategic thinking

3
 War Business
The Situation
• Business Operations
• Enemy • Project leaders
• Battlefield
• Commander / General

Illustration of military terms applied to the (hopefully) less blood

stained battlefield of Business Field.

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1. Laying
Plans
Chapter Summary:
Explores the fundamental factors
that define a successful outcome.
By thinking, assessing and
comparing these points you can
calculate a victory, deviation from
them will ensure failure.
Remember that war is a very
grave matter of state.
Strategic Rules:
1) Think before do
2) Evaluate business options
3) Look for strategic turns
Think before do
Translation:
 The art of war is of vital importance to the State. It is a matter of
life and death, a road either to safety or to ruin. Hence it is a
subject of inquiry which can on no account be neglected.
 The art of war, then, is governed by five constant factors, to be
taken into account in one’s deliberations, when seeking to
determine the conditions obtaining in the field. These are:
i. the Moral Law;
ii. Heaven;
iii. Earth;
iv. The Commander;
v. method and discipline.
 These five heads should be familiar to every general: he who
knows them will be victorious; he who knows them not will fail.
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Business Analysis Commentary - Laying Plans
Think Before Do BA Toolkit

 Successful Business Change is critical to organisational strategy  External Analysis

 Clearly define the problem before seeking a solution – Porters 5 Forces

 Business Change Parallels: – PESTLE Analysis

– Moral influence means spirit of vision (mission, goal)  Internal Analysis

– Weather equates to outside forces (market, dependencies) – MOST
– Terrain in the scene of action (people, place, product, process) – Resource Audit

– Commander is leadership (Sponsor, BA) – Boston Box

– Doctrine is guiding principles (culture, policies, methods)  RAID Analysis
 Analysis must be driven by the need to improve operations  Stakeholder Maps

 Go beyond the current situation & dig into underlying causes  SWOT Analysis
 Assessment before the plan is often ignored in the rush to action

“Resist the pressure to ‘start coding now!’; a careful strategic assessment is the foundation
of successful business change.”
2. Waging War
Chapter Summary:
Explains how to understand the
economy of war and how success
requires making the winning play, which
in turn, requires limiting the cost of
competition and conflict.
Strategic Rules:
4) Secure the Business Case
5) Make time your ally
6) Everyone must profit
7) Know your craft
Secure the Business Case
Translation:
 In the operations of war, where there are in the field a
thousand swift chariots, as many heavy chariots, and a
hundred thousand mail-clad soldiers, with provisions enough
to carry them a thousand Li, the expenditure at home and at
the front, including entertainment of guests, small items such
as glue and paint, and sums spent on chariots and armour, will
reach the total of a thousand ounces of silver per day. Such is
the cost of raising an army of 100,000 men.
 Again, if the campaign is protracted, the resources of the State
will not be equal to the strain.
 The skillful soldier does not raise a second levy, neither are his
supply-wagons loaded more than twice.
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Secure the Business Case
Business Analysis Commentary - Waging War
BA Toolkit
 Funds must be available before the project
 Estimate the required resources (people, time and materials)  Work Breakdown Structure
 Ensure the budget forecast is accurate  Cost / Benefit Analysis
– Too little funding is insufficient – Tangible / Intangible
– Excess funding is wasteful of allocated resources – Immediate / Longer Term
 Execution of action in line with the plan is paramount, delay of  Investment Appraisal
delivery will strain the available resources – Payback Calculation
 Do not become an Oliver Twist: “Please Sir, can I have – Net Present Value
some more?” – Internal Rate of Return
 When resources are depleted and cannot be replenished, the
organisation goes bankrupt

“Propose a course of action, analyse the tangible and intangible costs and benefits, and
secure the business case to attain sufficient resources.”

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3. Attack by Stratagem
Chapter Summary:
Defines the source of strength as
unity, not size, and the five
ingredients that you need to succeed
in any war.
Strategic Rules:
8) Win without fighting
9) Strength Against Weakness
10) Beware of ‘High Level Dumb’
11) Obey Fundamental Principles
Beware of ‘High Level
Dumb’
 Now the general is the bulwark of the State; if the bulwark is
Translation:
complete at all points, the State will be strong; if the bulwark is
defective, the State will be weak. There are three ways in which
a ruler can bring misfortune upon his army:
i. By commanding the army to advance or to retreat,
being ignorant of the fact that it cannot obey. This is
called hobbling the army.
ii. By attempting to govern an army in the same way as
he administers a kingdom, being ignorant of the
conditions which obtain in an army. This causes
restlessness in the soldier’s minds.
iii. By employing the officers of his army without
discrimination, through ignorance of the military
principle of adaptation to circumstances. This shakes
the confidence of the soldiers.
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Business Analysis Commentary - Attack by Stratagem
Beware of ‘High Level Dumb’ BA Toolkit

 Those who are not at the scene of action and do not know  Organisational Context

what is happening should not give orders – Domain knowledge

 Ensure the information current (current = flow and recent!) – Sociocultural
 Each area should be managed by those with extensive – Policies & Procedures

experience in that area  Business Rules

 No two situations are alike, beware ‘canned’ approaches – Facts
 Rules established at Head Office should not necessarily apply – Assumptions
to every distant operation – Constraints

 Elicit facts and eliminate assumptions; make the tacit explicit.  Behaviour
– Analysis by walking
 Differentiate constraints from guidelines.
– Method Analysis (hands-on)

“Avoid acting without full knowledge of the situation. Don’t resist new data that may
cause change. Ask the right questions, or the answers make no difference.”

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4. Tactical Dispositions
Chapter Summary:
Explains the importance of defending
existing positions until you can advance
them and how you must recognize
opportunities, not try to create them.
Strategic Rules:
12) Be Invincible
13) Attain Strategic Superiority
14) Use Data to Focus Efforts
Use Data to Focus Efforts
Translation:
 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. So much for
tactical dispositions.
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Use Data to Focus Efforts
Business Analysis Commentary - Tactical Dispositions

 Business Change Parallels: BA Toolkit

1. Measurement means scope (business, solution,
 Current Situation
project)
– Problems & Opportunities
2. Estimation of Quantity means size of task
(work breakdown and effort) – As-is modelling
3. Calculation is schedule, resources and costs  Strategy, Goals & Objectives
4. Balancing of chances is evaluation of solution  Business System Options
option (Risks, Issues, Financial Analysis) – To-be (incl. Status Quo)
5. Victory is the chosen Business System Option.
– Recommendation
 Business System Options must consider key performance  Solution Assessment
areas and projected business benefit (benchmark)
– Financial Analysis
 Create a measurement system to align tasks, focus efforts,
monitoring progression and track delivery. – RAID & Impact Analysis
 Decision Making

“Determine the business, technical and financial feasibility options. Consider

organisational benefit versus impact & risks. Weigh, decide and communicate.”

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5. Energy
Chapter Summary:
Explains the use of creativity and
timing in building your momentum.
Strategic Rules:
15) Build a sound organisation
structure
16) Apply extraordinary force
17) Coordinate momentum and
timing
Build a Sound Organisational Structure
Translation:
 The control of a large force is the same in 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.
© www.businesschange.co.za
25 March 2010 13
Build a Sound Organisational Structure
Business Analysis Commentary - Energy
BA Toolkit
 Create logical structures focused on achieving customer
delivery – the reason for organisational existence
 Organisational Context
 Define teams and roles to support the organisational
– Marketplace
goals
– Domain knowledge
 Encourage collaboration: are divisions set-up to participate
 Organisational Modelling
with one another? Or are divisions, divisions?!
– Organisation Charting
 Is there a supportive management approach?
– Job Descriptions
 Clear communication channels (functional, project, matrix)
– Performance Management
 Pay attention to process efficiencies: work flow can contain
 Business Process Modelling
delays, bottlenecks and introduce errors.
– Scenario planning
 Cater for strengths and weaknesses of individuals; put the
– Case Simulation
best people in the best place
 Coaching & Mentoring

* Principles apply to Business Operations and Project Team

“Establish an organisation where tasks are managed, people supported and results
achieved. Institutionalise customer delivery.”

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6. Weak Points and Strong
Chapter Summary:
Explains how your opportunities come
from the openings in the environment
caused by the relative weakness of your
enemy in a given area
Strategic Rules:
18) Take the initiative
19) Plan Surprise
20) Gain Relative Superiority
21) Seek knowledge 
22) Be Flexible
Seek knowledge
Translation:
 Knowing the place and the time of the coming battle, we may
concentrate from the greatest distances in order to fight.
 But if neither time nor place be known, then the left wing will
be impotent to succour the right, the right equally impotent to
succour the left, the van unable to relieve the rear, or the rear
to support the van.
 Rouse him, and learn the principle of his activity or inactivity.
Force him to reveal himself, so as to find out his vulnerable
spots.
 Carefully compare the opposing army with your own, so that
you may know where strength is superabundant and where it
is deficient.
 In making tactical dispositions, the highest pitch you can attain
is to conceal them; conceal your dispositions, and you will be
safe from the prying of the subtlest spies, from the
machinations of the wisest brains.
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Seek Knowledge
Business Analysis Commentary – Weak Points and Strong

 Clearly define the problem before seeking a solution BA Toolkit

– Those who know where and when the battle will be fought  Investigation techniques
can focus their efforts at the right point
– Questionnaires / Survey
– When problems and root causes are unknown, focus may
– Interview
be misaligned and effort expended with no gain.
 – Workshop
Analyse the current situation to learn strengths and
weaknesses – Observation / Method
 Watch what is happening and, equally, what is not Analysis
happening – Scenario Analysis
 Probe and stir to determine to cause and affect – Prototyping
 Benchmark against standards and respond
appropriately
 Knowledge helps reduce assumptions and mitigate
risk

Explore the course of business events, exhaust scenarios and probe boundaries. Include
the exceptional, what if? Know every facet of operations and performance .

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7.
Maneuvering
Chapter Summary: Develop Effective Communications
Explains the dangers of direct conflict
and how to win those confrontations Translation:
when they are forced upon you.
 The Book of Army Management says: On the field of battle,
the spoken word does not carry far enough: hence the
Strategic Rules: institution of gongs and drums. Nor can ordinary objects be
23) Manuever to gain the seen clearly enough: hence the institution of banners and
advantage flags.
24) Achieve the Critical  Gongs and drums, banners and flags, are means whereby the
Mass ears and eyes of the host may be focused on one particular
25) Deceive your point.
competitor  The host thus forming a single united body, it is impossible
26) Develop Effective either for the brave to advance alone, or for the cowardly to
Communications retreat alone. This is the art of handling large masses of men.

27) Gain the Mental
Advantage

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Business Analysis Commentary - Manoeuvring
Develop Effective Communications BA Toolkit

 Have a method for clear communication:  Stakeholder Analysis

– What is the message? – Interests / Stake

– Why is it important? – Communication Preferences

– Who is the target?  Communication Methods

– Who is the messenger? – Minutes, Reports

– How is the message sent? – Meetings, Road Shows
– When will it be sent? – Websites, Podcasts
 Do not use the same communications for every situation  Work Package Formats
 Not all messages are received in the same manner  Approval Mechanisms
 Good news may only need to be delivered once  Change Management
 Seek Project Team consensus to generate momentum

“Engage stakeholders and tailor communication plans to individuals and groups.

Prepare decision packages based on the purpose and audience.”

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8. Variation in Tactics
Chapter Summary:
Focuses on the need for flexibility in
your responses. It explains how to
respond to shifting circumstances
successfully.
Strategic Rules:
28) Consider Tactical Options
29) Prepare adequate Defences
30) Avoid the faults of Leadership 
Avoid the Faults of Leadership
Translation:
 There are five dangerous faults which may affect a general:
i. Recklessness, which leads to destruction;
ii. cowardice, which leads to capture;
iii. a hasty temper, which can be provoked by insults;
iv. a delicacy of honour which is sensitive to shame;
v. over-solicitude for his men, which exposes him to
worry and trouble.
 These are the five besetting sins of a general, ruinous to the
conduct of war.
 When an army is overthrown and its leader slain, the cause
will surely be found among these five dangerous faults. Let
them be a subject of meditation.
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Avoid the Faults of Leadership
Business Analysis Commentary – Variation in Tactics

 Flaws in the personal qualities of the Business Analyst will BA Toolkit

cause opportunities to be lost.
 Business Change Parallels:  Emotional Intelligence (EQ)
 Behavioural skills
1. Recklessness means gung-ho, which lacks thought and
empathy – Relationship building
2. Cowardice refers to ‘analysis from desk’ which stinks – Communication
of the hypothetical and assumption – Listening
3. A hasty temper demonstrates frustration or rejection of – Influencing
critique, that exposes chinks in the armour – Leadership
4. Delicacy of honour is being afraid to ask the ‘obvious’ – Patience
or ‘stupid’ question for sake of shyness or  Techniques
embarrassment – Facilitation
5. Over solicitude means too much care to detail, beware – Negotiation
‘analysis paralysis’ quicksand

“Have ego-strength (and I don’t mean a big-head!). BA’s need self confidence, be able
to endure stress and sustain belief in their position. BA’s mustn’t bruise easily. ”

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9. The Army on the
March
Chapter Summary:
Describes the different situations in
which you find yourselves as you
move into new enemy territories and
how to respond to them. Much of it
focuses on evaluating the intentions
of others.
Strategic Rules:
31) Occupy Strong Natural Positions
32) Always seek the High ground
33) Make an estimate of the
situation
34) Perform Professionally
Perform professionally
Translation:
 If soldiers are punished before they have grown attached to
you, they will not prove submissive; and, unless submissive,
they will be practically useless. If, when the soldiers have
become attached to you, punishments are not enforced, they
will still be useless.
 Therefore soldiers must be treated in the first instance with
humanity, but kept under control by means of iron discipline.
This is a certain road to victory.
 If in training soldiers commands are habitually enforced, the
army will be well-disciplined; if not, its discipline will be bad.
 If a general shows confidence in his men but always insists on
his orders being obeyed, the gain will be mutual.
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Perform Professionally
Business Analysis Commentary – The Army on the March
BA Toolkit
 Build relationships with the Business Stakeholders and Project
Team members alike  Relationship Building
– Listen with purpose; understand them; don’t expect – Active listening
them to understand you. – Empathy
– Take a genuine interest, respect time, energy and space. – Appreciation for perspectives
 Trust and confidence must be mutual, otherwise opinions,  Political Awareness
ideas and instructions may not be shared or fall on deaf ears  Professionalism
 Establish professional / work standards and communicate  Leadership
clearly,:
 Key Performance Management
– Set-up performance benchmarks as a baseline
– Benchmarking
– Feedback praise and criticism based on achievements
– Performance Management
– Apply the same standards to everyone; no favourites
– Coaching

“Rapport breeds trust, trust builds solidarity when times need. Maintain personal discipline,
set the bar and lead by demonstration to achieve results.”

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10. Terrain
Chapter Summary:
Looks at the three general areas of
resistance (distance, dangers, and
barriers) and the six types of ground
positions that arise from them. Each
of these six field positions offer
certain advantages and disadvantages.
Strategic Rules:
35) Know Your Battlefield
36) Obey the Laws of Leadership
37) Fight Only Battles you Can Win
38) Know Yourself, know your
opponent
Know Yourself, Know Your Opponent
Translation:
 If we know that our own men are in a condition to attack, but
are unaware that the enemy is not open to attack, we have
gone only halfway towards victory.
 If we know that the enemy is open to attack, but are unaware
that our own men are not in a condition to attack, we have
gone only halfway towards victory.
 If we know that the enemy is open to attack, and also know
that our men are in a condition to attack, but are unaware
that the nature of the ground makes fighting impracticable,
we have still gone only halfway towards victory.
 Hence the experienced soldier, once in motion, is never
bewildered; once he has broken camp, he is never at a loss.
 Hence the saying: If you know the enemy and know yourself,
your victory will not stand in doubt; if you know Heaven and
know Earth, you may make your victory complete.
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Know Yourself, Know Your Opponent
Business Analysis Commentary - Terrain
BA Toolkit
 Ensure that the right solutions are available and ready to
remedy the situation:  BA Competency Model
– Match people and / or tools for the right job. – Behavioural qualities
– Ensure people are competent, skilled and trained – Tasks and Deliverables
– Secure support and raise enthusiasm – Techniques
 Make sure that there is demand for your talent – Business Knowledge
– Ensure training plans are supportive of career  Performance Evaluation
roadmap – Self-assessment
 Extend the theory by honing your skills to prepare for a variety – Peer / Client feedback
of different situations
 Competency Assessment
 Be ready and prepared to adapt tactics and tackle any task
 Development Plans
whole heartedly

“Skill-up: make your strengths stronger and shore up weaknesses – then practice,
practice, practice! Maintain your motivation and be ready to seize opportunity”

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11. The Nine Situations
Chapter Summary:
Describes nine common situations (or
stages) in a campaign, from scattering to
deadly, and the specific focus you need to
successfully navigate each of them.
Strategic Rules:
39) Choose a favourable
Battleground
40) Shape your Opponents
Strategy
41) Make Victory the Only
Option
42) Plan Coordinated Efforts
 standard of courage which all must reach.
43) Press the Attack
44) Learn Winning Ways
Plan Coordinated Efforts
Translation:
 The skillful tactician may be likened to the shuai-jan. Now the
shuai-jan is a snake that is found in the Ch’ang mountains.
Strike at its head, and you will be attacked by its tail; strike at
its tail, and you will be attacked by its head; strike at its
middle, and you will be attacked by head and tail both.
 Asked if an army can be made to imitate the shuai-jan, I
should answer, Yes. For the men of Wu and the men of Yüeh
are enemies; yet if they are crossing a river in the same boat
and are caught by a storm, they will come to each other’s
assistance just as the left hand helps the right.
 Hence it is not enough to put one’s trust in the tethering of
horses, and the burying of chariot wheels in the ground
 The principle on which to manage an army is to set up one
 How to make the best of both strong and weak — that is a
question involving the proper use of ground.
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Plan Coordinated Efforts
Business Analysis Commentary - The Nine Situations
BA Toolkit
 A united effort improves the likelihood for success
– Foster actions that encourage co-operation  Business Benefit
– Communicate actively to synchronise efforts – Goals
 Find the common ground in difficult situations – Objectives (SMART)
– Establish complimentary partnerships: one holds the – Critical Success Factors
weapon, another the ammunition. – Key Performance Indicators
– Compromise and seek ‘win-win’ outcomes
 Behavioural qualities
 It’s one thing having a position, it’s another conveying
– Communication
it
– Seek internal consensus of ideas before – Influence
communicating – Facilitation
 Influence according to business goals, objectives and critical – Negotiation
success factors
 Think adept: facilitate and negotiate to navigate

“Bring shared purpose by focusing on the business benefit. Conflict is inevitable, plan for
it, don't shy away, it is a positive action that raises and addresses issues.”

26
12. The Attack by Fire
Chapter Summary:
Explains the use of weapons generally
and the use of the environment as a
weapon specifically. It examines the
five targets for attack, the five types of
environmental attack, and the
appropriate responses to such attack.
Strategic Rules:
45) Be disruptive and Intrusive
46) Consolidate Your Gains 
47) Exercise Restraint
Consolidate your gains
Translation:
 Unhappy is the fate of one who tries to win his battles and
succeed in his attacks without cultivating the spirit of
enterprise; for the result is waste of time and general
stagnation.
 Hence the saying: The enlightened ruler lays his plans well
ahead; the good general cultivates his resources.
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Consolidate your gains
Business Analysis Commentary - The Attack by Fire BA Toolkit
 Post-Implementation Review
 Projects are vehicles to deliver business change: – Project Review
– Increase revenue – Lessons Learned
– Reduce cost – Change Management
– Improve customer service  Benefits Management
– Legal Compliance – Benchmarking
 On time and on budget project delivery is subsequent to – Data Analysis
realising business benefit.
– Impact Analysis
 Schedule review periods to re-evaluate the impact of change,
measure results, plan and act  Scope Management
– Bolster successful areas – Change Control /
– Fortify or redesign less successful areas Requests
– Seek new opportunities for improvement

“Measure the situation before the change and don’t drop the project at implementation.
Track benefits against the business case and take supportive action.”

28
13. The Use of Spies
Chapter Summary:
Focuses on the importance of
developing good information sources,
specifically the five types of sources
and how to manage them.
Strategic Rules:
48) Invest in Intelligent Resources
49) Establish an Active Intelligence
System 
50) Practice Counterintelligence
Establish an Active Intelligence System
Translation:
 Thus, what enables the wise sovereign and the good general
to strike and conquer, and achieve things beyond the reach of
ordinary men, is foreknowledge.
 Now this foreknowledge cannot be elicited from spirits; it
cannot be obtained inductively from experience, nor by any
deductive calculation.
 Knowledge of the enemy’s dispositions can only be
obtained from other men.
 Hence the use of spies, of whom there are five classes: Local
spies; inward spies; converted spies; doomed spies; surviving
spies.
 Spies cannot be usefully employed without a certain intuitive
sagacity.
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Establish an Active Intelligence System
Business Analysis Commentary - The Use of Spies

 The source of great business analysis is sound information BA Toolkit

 Foundation based on our own knowledge, assumptions and /  Sources
or past experiences is incomplete. – Publications and Reports
– Analysis requires proactive elicitation, not simple – People!
gathering  Techniques
 Develop a network that can provide information
– Narrative parse
– Look for Subject matter Experts who may have the most
– Survey
• information about the situation. – Observation / Driving
– Beware those who can only give opinions, – Interviewing / Workshops
baseless information will mislead.  Behavioural qualities
 Build rapport to leverage the greatest benefit – Relationship Building
 Establish a methodology for processing information
 Methodologies and Notations

“People are the root source of knowledge. Elicit explicit knowledge. We can know more
than we can tell; use techniques wisely to acquire the tacit.”

30
 The flow of data
for continuous
preparation

The obligation The focus of

to think beyond power to
the ordinary conserve energy

The psychology The ability to

of influencing immediately act
friend & foe expediently

 Sun Tzu's Art of War explains that it is only through strategy that conflicts can
be overcome and real victory achieved.
 Business change can often be a challenging and emotionally charged
environment. Perhaps you could think more strategically when planning your
battles, and tactically as you march and maneuver onwards

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TO BE CONTINUED …….

FAMOUS QUOTATIONS