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Chapter 4

Tactical Dispositions
Chapter Summary:
This chapter explains the importance of defending existing positions
until you can advance them and how you must recognize opportunities
and not try to create them. In other words, this as a reminder to get
your housekeeping in order, be efficient and lean cost-wise. Have
insurance or fail-safes before embarking on anything new or risky.
KPIs
Be the Market Leader
Obtain Strategic Superiority
Use Data to Focus Execution
1. 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 win, you need the right opportunity, which may take time to
find. During that time of unreadiness, you may be defeated and
so lose. Defense comes first. In business, if you put all your
resources into promoting new products, your cash cows may be
exposed to attack.
2. To secure ourselves against defeat lies in our own hands, but the
opportunity of defeating the enemy is provided by the enemy himself.

If you have a good defense, you will survive attacks. If you have
a weak defense, then even a moderate attack may well succeed.
The same is true for your enemy. Understand their defense to
know how hard or easy it will be to defeat them. This is the
principle of the feint, where a false attack triggers a defensive
move that also exposes a weakness. In business, you can make
small competitive moves just to see how your competitors react.
You can then plan a more effective campaign.
3. Hence the saying: One may know how to conquer without
being able to do it.

If you know how to attack or punch well, yet your opponent can
defend against all your attacks, then you will still not win.
Recognizing good strategy and being able to design and
implement it are different things.

4. To see victory only when it is within the ken of the common


herd is not the acme of excellence.

When there is a royal road, paved with gold to your goal, with no
distractions or threats, then it takes no skill to follow it.
Likewise, when many can see the obvious, then doing the
obvious can hardly be called 'excellent'. Seeing the unseen is a
skill that can help you in many ways.
In business, it is easy to succeed in a rising market when there is
plenty of demand. Real skill is shown in tougher times.
5. In respect of military method, we have, firstly, Measurement; secondly,
Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances;
fifthly, Victory.
6. 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.

Measurement means scope (business, solution, project)


Estimation of Quantity means size of task (work breakdown
and effort)
Calculation is schedule, resources and costs
Balancing of chances is evaluation of solution option (Risks,
Issues, Financial Analysis)
Victory is the chosen Business System Option.
o Business System Options must consider key
performance areas and projected business benefit
(benchmark)
o Create a measurement system to align tasks, focus
efforts, monitoring progression and track delivery.

Lessons Learned

Present Status - Recognition of Problems/Opportunities


Strategy Goals & Objectives
Business System Options Recommendation
Solution Assessment
Financial Analysis
RAID & Impact Analysis Decision Making

(Risks, Assumptions, Issues and Dependencies (project


management)

Chapter 5.
16. 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.
Businesses can seem chaotic, too, yet if you know why things are, you
can stay in control as you weave success in complex marketplaces.
17. Simulated disorder postulates perfect discipline, simulated fear
postulates courage; simulated weakness postulates strength.
Keep your core competencies secret, so that your competitor
believes you are weaker than you appear. Strategically use your
strengths against your competition
As a defensive mechanism a company should protect their
tangible and intangible assets by creating patents, trademarks to
prevent competitors from imitating their goods or services.
Corporations and firms

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