從孫子兵法談企業經營 -中華商道(奉元) 0209

從孫子兵法談企業經營與中華商道中華奉元學會 2017年2月11日
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孫子兵法的企業經營
-
中華奉元學會)
年
 Some images (figures, pictures, etc.) from
public Internet web.
 部分圖片取材網路互聯網
2
2017/2/11
張建華 (Richard Chang)
• Education
–新竹交通大學: 航技/輪機工程 (72 級)
• B.S., Marine Engineering
– 輔: (管理科學－中國管理哲學/ 蔡麟筆教授)
– EDP0016 (高階經營管理人才培訓班 - 經營管理研究所 )
–猶他大學 (University of Utah)
– M. ED. Education Administration
– B.S., Computer Science (輔系: Mathematics)
–中華企業研究院 DBA博士生
• Experience
– Fields in SW/IT Professional, Support Svc (USA)
– Industry: Telecom (MCI, Cable & Wireless), Support (Sun), 可取
科技(CMMI顧問)
23
孫武子其人其事(wiki)
1. 陳完逸齊
2. 田書伐莒
3. 賜姓孫氏
4. 避亂奔吳
5. 隱居穹窿
6. 潛寫兵書
7. 伍員七薦
8. 晉獻兵書
9. 吳宮教戰
10. 吳王拜將
11. 經國治軍
12. 西破強楚
13. 北威齊晉
14. 南服越人
15. 功成身退
16. 終老吳地
2017/2/11
孫子兵法與企業經營管理領導
23
孫武 (名武，字長卿) http://zh.wikipedia.org/zh-tw/%E5%AD%99%E6%AD%A6

24
2017/2/11
孫子兵法與企業經營管理領導
24
孫子不遺、不遺孫子
• 明人茅元儀在評價《孫子》一書時說：
• “前孫子者，孫子不遺；
• 後孫子者，不能遺孫子。”
– 《孫子兵法》被尊為兵經，被歷代兵家奉為圭臬，其原因正在于
此。(新華網)
• 前孫子者，孫子不遺；
– 承先、整合、總結
• 後孫子者，不能遺孫子。
– 啟後 (繼往開來)
銀雀山漢墓出土《孫子兵法》竹簡(錯簡)
一號墓出土竹簡4942枚，包括《孫子兵
法》、《孫臏兵法》、《六韜》、《尉繚
子》、《墨子》、《管子》、《晏子春秋》
等大批先秦著作。
其中《孫子兵法》已整理出105枚，共一千
餘字，已發現的篇名與《宋本十一家注孫
子》的十三篇相同；初次發現的《孫臏兵
法》已整理出232枚，共六千餘字；二號墓
出土的有公元前143年的《漢武帝元光元年
曆譜》竹簡32枚。
42
哈佛大學和哥倫比亞商學院，
把《孫子兵法》列為戰略管理課程。
"Art of War" site:.harvard.edu

西點
軍校
USMA
◎不戰而勝為上
(一)道勝(原始計篇)-理念
(二)全勝(原謀攻篇)-核心
(三)知勝(原行軍篇等)-基礎
(四)先勝(原軍形篇)-前提
(五)地勝(原九地篇)-助力
(六)間勝(原用間篇)-必備
◎不得已而戰
(七)專勝-(原軍形篇)-作為
(八)合勝-(原軍形篇)-保障
(九)勢勝-(原兵勢篇)-佈局
(十)意勝-(原形軍篇等)-泉源
(十一)奇勝-(原虛實篇)-效益
(十二)速勝-(原作戰篇)-指導
孫子十二勝道內容概述 2
2017/2/11 68
奇勝
先速
勝
勢勝
知勝
道全
勝
意勝
間勝
合地
勝
專勝
十二勝道

2017/2/11 69
(奇勝)
(間勝)
(勢勝)
(專勝)
(合勝地)
(意勝)(知勝)
(先勝速)
孫子十二勝道新編 (正面) 8 + 2
77
全勝
道勝
戰略
Strategy
戰術
Tactics
戰備
Project戰情
Intelligence
戰將
Leaders
宗旨
理念
目地：結果
都贏＋共利
戰果
Result
戰旨
Objective
戰利Profit
華夏培元/哈孫俱樂部空空下人編製
•
 
• 

•
•
•

•

全勝
道勝
戰略
Strategy
戰術
Tactics
戰備
Project/Process
九地
地形
行軍
火攻
戰將
Talent/team
詭道
常道
原道
王道
原理
原則
簡易
不易
變易
交易
戰利戰情
戰果
戰旨
‧‧
戰果
戰旨
利
害
情
資
信
息
全勝
道勝
戰略
Strategy
戰術
Tactics
戰備
Project戰情
Intelligence
戰將
Leaders
戰果
Performance
戰旨
Objective
戰利
Decision
Communication
Consensus
Resonance
Alignment
Engagement
Rhythm
Theme, etc.
1) 旨: Purpose(why)



 Biz philosophy(incl. management, leadership), Vision/
missions, Culture/ Values, Tao/ Spirit,
 Future/ Trend(Global), Environment, Adaptive/ Initiative,
Timing, Motive,
 Objective/ goals, mind-set, Historic/ Holistic, Common/
Focus, Positive/ Collective,
 目‧ rientation, Homogeneous, … Essence,
106
2) 果：Result, Performance(when/where/what)



 MBR, Products & Services, 2E(effective & efficient)
 Before: KPI(Expecting), Set Expectations(Goals-SMART),TQM(QC/QA), measures/
metrics, 6 sigma,
 After: Performance Mgmt(Appraisal, Compensation), CQI(improvement),
BSC(scorecard,achievement),Rewarding(+/-reinforcements), Feedback/ Reporting,
Review/ Improvement, Audition(Corrective Actions), CustomerSatisfaction/ success,
All Stakeholders’ Good/ Benefits, CSR(Social Resp.), …(market share)
107

3) 情：Intelligence Systems



 KM(data, information, knowledge, intelligence, wisdom/ smart), Big
Data/ statistics, forecast), Cloud Storage, Data warehousing/ mining,
SWOT analysis, CI/ BI/ Ecology(external), KM/ PAL/ ERP (Internal)
 Seeing, preparing, holding(catching), Open (Not closed sys.) awareness,
 Data Integration: Comprehensive, corrective, real-time,
 Legal, technology, Green, Unions/ Alliances(SA&P), M&A, …
108
4) 利：Benefit All (which)


 (Long-term)
 Benefit = Profit –Cost –Risk,
 Cost management, risk management (crisis,contingency)
 Risks: dependencies, assumptions, constraints, … (mitigation, contingency…)
 All (Stakeholders) = Internal + External = employees +
shareholders +partners + consumers + Community/ Society/
Ecology
 Private vs. Public Good, (social costs), common happiness/ public
welfare, …
 Sharing Economy, Opportunity Costs(options,alternatives, choices)
comparison, … Maximum vs. Optimal, Value-chain,
109
5) 略/韜 (Strategy)



 Theory vs. Practices, Concept vs. Operation
 Marketing (Guideline), Value-chain, Top-down & Long-term,
Global/ Holistic, Proactive/ Active,
 Branding(Public reliance), TQM,
 Strategic map, positioning(B2B, B2C, M2M, etc.),
 Platform (SA&P, Strategic alliance)
 Sense of Urgency,
110
6) 術(Tactics, Contingency)



 Execution/ Operations, Sales Force,
 Innovation vs. Change Management(evolution vs. revolution)
 Adaptability/ Flexibility, Contingency(Uncertainty),
 Crisis Handling, Coping with/ Tapping into, responsibility,
 Resilience(Adversity), reversibility可逆性 , spontaneous自發性, Tuning,
Leading Edge, Taking Advantages, Critical(Turning) points, Prompt &
Astonishing, …
111

戰術：因應變化
• 生死存亡，接戰詭道
• 真假虛實，反弱動用
• 陰陽反覆，奇正循環
7) 備(Project, Planning, Process)



 Portfolio > Programs > Projects > Plans
 Ref: PMBOK (Project Mgmt Book of Knowledge)
 Procurement, Scope, schedule, etc. Mgmt
 Competitive advantages, Collative energy(Storage), Reservation(capacity),
 Sum of (Forces, Momentums, velocity, Speed, etc.)
 SOP: ISO, CMMI, … KM(Knowledge Management, Domain Know-How)
 Assets, Outsourcing/ Suppliers, Protocols/ Specs, Assessment, Estimation,
 Production, R&D, IP/ Patents,
113
8) 將(Leadership, Talent Bank)



 Leadership, Talent Pool/ Mgmt, Human Capital/ Resources,
 Body-Mind-Spirit, Positive mentality,
 Hard skills as well as soft skills; Coach/ Mentor, Train/ Educate/ Develop,
Each Charisma,
 Learning Org. EQ(Emotional Intelligence), Knowledge +Experience
 Open/ Horizon, Respect (Staff Not Tools), Diversity,
 Engagement, Loyalty, Alignment w/ Org.
 Motivate, Push/ Pull/ Self (Ego to Super-ego)
 Team Build, Teamwork, Ethics/ Discipline vs. Codes/ Rules
114
A) 一(貫) Communication, Coherence



 Communication, cooperation/ coordination/ collaboration,
 Resonance, Alignment, Coherence, United as Oneness, Consensus,
Commitment,In Syncs, Compliance,
 Collective Power, Summarize to Integrate, …
 Common Good, Sharing Values, Open & Transparent,
 All stakeholders(staff +partners +shareholders +consumers + community +
society +ecology) vs. Selfish/ Self-Interest
 Negotiation/ Bargain, Conflict/ Confrontation Mgmt,
115

B) From Intelligence to Decision for Profit
116



 From (big-) data to Intelligence (Predict, Forecast)
 Data Warehousing,Data Mining, KM, …
 Corrective, Comprehensive, real-time (analysis & synthesis)
 Process Mgmt, BPR(re-engineering), …
 Decision-making Process, Benefit all (vs. oneself),
 Include risks, contingencies, etc.
 Risk Mgmt: Assumptions, dependencies, constraints, …
Management by SCROMPE (William H. Bayliss)
Objective
Participation
ExceptionMotivation
Result
System
Management by ORIB, SEPT, CDF (依兵法基模)
Communication
(Negotiation)
Fulcrum
(System,Eco)
Objective
Process
Project
Result
Execution
(Contingency)
Team, Leader
(Organization,HR)
Information
Intelligence
Benefit
(ProfitAll)
Strategy
Decision-
Making
Philosophy
Core Values
Culture
Beliefs
Objective
Goals Sheet
Vision
Missions
Governance
Administration CoreTeams:
Leadership,Management, Technology
Strategy & 5P:
Portfolio,Programs,
Projects, Processes, Plans
MBR: Management by Results & Rewards/Incentive
Feedback: Best Practices,Revise, Renaissance,Innovative
Execution: Tactics,Contingencies
Activities,Tasks, Milestones, Tools, Resources
Actions: Monitor & Control; Measures & Metrics
WHY
WHAT
&
WHICH
WHEN
&
WHERE
HOW

戰國策燕策
與您分享，敬請指教
華夏培元有限公司(總經理)
中華文化孫子兵法研究學會 (研究員);
中華企業研究院 (副研究員)
北京澤蘭醫學院, 副院長/教務長
企業顧問、國學領袖培訓, 衛教養生講師, etc.
Mobile: 0928-527-248 (+886-928-527-248); +86-130-3281-3320
E-mail: richardchang99@gmail.com; 微信/Line: richardchang99

從孫子兵法談企業經營 -中華商道(奉元) 0209

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