전쟁의 기술: 전략, 비즈니스, 디자인의 진화

### 손자병법의 철학: 손자병법을 비즈니스 전략에 적용하기
* 📚 "손자의 '손자병법'은 전략에 대한 더 나은 관점을 얻기 위해 **경영대학원에서 MBA 학생들이 읽어야 하는 광범위한 철학 서적**입니다.
* 🎯 군사 전략과 비즈니스 전략 모두 **우리(회사)와 경쟁(적 또는 경쟁사)**라는 두 가지 주요 행위자에 초점을 맞추고 있습니다.
* 💭 "전쟁의 최고 기술은 싸우지 않고 적을 제압하는 것이다"라는 손자의 전쟁 철학은 **지속 가능한 결과와 불필요한 충돌을 피하는 것**을 강조합니다.
* 🕊 비즈니스 전략의 목표는 **경쟁업체가 직접 경쟁을 하지 않는 상황**을 만드는 것입니다.
* 👨 직원을 사랑하는 가족으로 대우하여 **충성도와 참여도를 높여야** 합니다.
* 🛠 시간이 지남에 따라 비즈니스 전략의 세 번째 핵심 주체로서 **고객의 중요성**이 인식되고 있습니다.
* 🎨 고객 중심의 디자인은 **현대 비즈니스 전략에서 매우 중요한 요소**가 되었습니다.
* 💡 비즈니스 전략의 회사 및 경쟁에 대한 이해와 디자인의 고객 중심적 접근 방식을 결합하면 **성공적인 솔루션**을 만들 수 있습니다.

손자의 철학을 이해하는 것은 지속 가능한 성공을 위해 군사적 원칙과 비즈니스 원칙을 통합하는 전략에 매우 중요합니다.

Some people, when I wax eloquent about The Art of War, say reading that is not as good as doing an MBA. And I would say it's a bit of apples and oranges. I think it's this broad philosophical book that MBA students would be well advised to take on and read in business school and say, If I step back from that, could I get a better perspective on how to use this? The great military strategists, the Sun Tzus and the von Clausewitzs, had a way of conceptualizing the competition between forces. They saw the best result of military strategy is not having a war. Strategy in business is a relatively new enterprise. It really only came into existence in the late '50s, early '60s, and it was an offshoot of military strategy. People think business and war is all about the numbers, and analyzing everything, and quantifying everything.

and it's not. In military strategy, they're really two actors
that attention was paid to: One is ourselves. How strong is our army? What resources do we have to to fight? And then competition, our enemy. How strong are they? What resources do they have? And so, we'll decide strategy
on the basis of the company, or in that case, the country. But in business, the company and the competitor. Sun Tzu, a Chinese general/philosopher who wrote one of the
most influential books on war called The Art of War - he wanted to get in behind
the mechanics of war to talk more about the philosophy. And I think that's why it's
had the staying power it has because nothing about the
world really has changed from that deeper philosophical sense. Even though the world has evolved, the equipment used in war, but the philosophy, I think, behind it has remained constant
for the many centuries. One thing Sun Tzu said was:

The supreme art of war is to subdue the enemy without fighting. Having the unnecessary carnage in war, the actual killing of people or in business, the
unnecessary destruction of kind of monetary assets in people's lives and careers - that's not the object of war. The object of war should be to try and make sure that you have an outcome that is sustainable. If the object of war is
to crush somebody else in a way that makes them hate you forever, guess what they'll do? They will hate you forever. So you express your business strategy in a way that causes
potential competitors to say, I'm gonna compete elsewhere, and hopefully they'll
succeed elsewhere, right? That's the perfect strategy, so that you won't get into wars, they won't attack you. There's no instance
of a nation benefiting from prolonged warfare. On what playing field or if you like military
strategy, battlefield, are you going to play and where not?

And then on that playing field, how are you going to be the best? How are you going to win? You only want to engage in competitions where you can create a win without creating a loser who will keep on attacking you. Ask yourself, What can I uniquely do for a particular set of customers? Would-be competitors will choose to do something else because I do that thing better. That is not a prolonged war. If you do it right, it's a prolonged peace. When you surround an army, leave an outlet free. Do not press a desperate foe too hard. You either have to absolutely eliminate, entirely, a competitor, or give it a chance to find another place to play. You can create for them an escape road to a different part of the market, a different segment. But you've shown them that in your target customer set, you are the best, and they can't just come into that place and do whatever they want. Treat your men as you would your own beloved sons.

And they will follow you
into the deepest valley. A challenge in the modern
corporation, right? 'Cause many of them get very big. And you can think of your employees as
pawns in a bigger game, and if you lose a few, so be it. A challenge for anybody
who's a military commander or a business leader is that they pay very little attention to what you say. They pay attention like
a hawk to what you do. So if you say, Oh, we're a family, you're like my son, and Oh, we have too many of you, and we're gonna lay off a couple thousand of you. Say, Oh, so that's what
you do with family members? You fire them? That's why the disengagement
scores in business these days are dreadful. They're terrible! And I believe it's because
senior managers are not listening to Sun Tzu and saying, Each of my employees, I need to treat

as if they were members of your family. And they will be creative for you. They will treat the
customer exactly the way you wished they treated them. They'll develop the
people underneath them. They'll do all of these
things that are done for love, not because somebody
commanded them to do it. In due course, what was recognized in
the world of business strategy is that there's a
third super important actor- and that is the customer. And so you had to have a tripartite view, which is there's things that are important about the company, there's things that are
important about our competitors, and there's things that are
important about customers- and that was a problem with
early business strategy. It didn't pay much
attention to the customer, but over the last 40 years, getting more and more intimate and knowledgeable about customers, and really finding ways
to serve them better has become a more
integral part of strategy.

And that's one of the reasons why in the world of business now, design has become very important because design is a field that focuses very much on the customer. And that's why I've spent some of my time in forging a bond between the world of strategy and the world of design, because the world of design has the best training in understanding customers and creating offers for them. It's really weak in understanding the company and competition; it doesn't pay attention to that. That's more the world of business strategy, historically. And so if you meld those two together, business strategy and design, you get absolutely the most powerful way of creating fantastic, winning solutions for customers. - Get smarter, faster with videos from the world's biggest thinkers. To learn even more from the world's biggest thinkers, get Big Think+ for your business.

‘The Art of War’: The greatest strategy book ever written | Roger Martin

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손자병법의 '손자병법'이 비즈니스 전략에 미친 영향

손자병법』은 단순한 군사 전술을 넘어 비즈니스 전략에 대한 귀중한 철학적 통찰을 제공합니다.

비즈니스 전략은 자사와 경쟁사의 강점을 평가하는 데 중점을 두는 군사 전략에 뿌리를 두고 있습니다.

전략 철학에 대한 손자의 지속적인 영향력은 전쟁과 비즈니스 모두에서 그의 가르침이 시대를 초월한다는 점을 강조합니다.

비즈니스 전략에서 전쟁의 기술

전쟁은 불필요한 파괴가 아니라 지속 가능한 결과를 달성하고 장기적인 분쟁을 피하는 것이어야 합니다.

비즈니스 전략의 목표는 다른 곳에서 성공할 수 있는 방식으로 경쟁사를 능가하여 장기적인 평화를 만드는 것입니다.

영구적인 패자를 만들지 않고 이길 수 있는 경쟁에만 참여하는 것이 중요합니다.

고객에게 고유한 가치를 제공하면 경쟁자를 억제하는 데 도움이 되며, 경쟁자를 완전히 제거하거나 다른 곳에서 경쟁할 수 있는 기회를 제공하는 것이 중요합니다.

비즈니스에서 직원 참여의 중요성

고위 관리자들은 종종 직원 대우의 중요성을 간과하여 직원들의 참여와 성과를 저해하는 경우가 많습니다.

성공의 열쇠는 직원을 가족처럼 대하고 명령만 내리는 것이 아니라 사랑으로 그들의 기여를 소중히 여기는 것에 있습니다.

지난 몇 년 동안 비즈니스 전략에서 고객의 중요한 역할을 인식하고 고객에게 더 나은 서비스를 제공해야 할 필요성을 강조하는 방향으로 변화해 왔습니다.

비즈니스 전략과 디자인 통합의 중요성

디자인은 고객을 이해하고 고객을 위한 제안을 만드는 데 중점을 두는 반면, 비즈니스 전략은 전통적으로 회사와 경쟁사를 이해하는 데 중점을 둡니다.

비즈니스 전략과 디자인을 통합하면 고객에 대한 집중과 회사 및 경쟁사에 대한 이해를 결합하여 고객을 위한 가장 강력한 솔루션을 만들 수 있습니다.