sun-tzu-strategy-brief

Sun Tzu Strategy Brief Skill

The Art of War's core insight is not aggression — it is that the outcome is mostly

decided before the engagement, in the counting-house: the winning general "makes

many calculations in his temple ere the battle is fought" (Ch. I, Giles translation).

This skill runs those calculations for a modern contest and — the part most strategy

decks skip — is willing to conclude don't fight this one.

What This Skill Produces

• A five-factor assessment of you vs. the opponent for this specific contest
• The terrain read: what kind of ground this fight is on, and who it favours
• A win-without-fighting scan: the outcomes that get what you want with no

head-to-head at all

• A fight / reshape / decline verdict with the reasoning shown

Required Inputs

Ask for (if not already provided):

• The contest: who, over what, decided by whom, by when
• What winning actually gets you (revenue, the logo, the territory, precedent)
• Your honest strengths and constraints; the opponent's, as far as known
• What happens if you simply don't engage

Framework: the calculations (Art of War, Ch. I–IV)

1. The five factors (Ch. I) — score both sides honestly on each:

| Factor | Sun Tzu's term | Modern translation |

|---|---|---|

| Moral influence | Tao | Does each side's team actually believe in this fight? Alignment beats headcount. |

| Heaven | Timing | Conditions outside anyone's control — budget cycles, market mood, regulation |

| Earth | Terrain | Whose home ground is the deal/segment/standard being fought on? |

| Command | The general | Who runs each side's effort — empowered operator or committee? |

| Method | Discipline | Process and logistics: pricing authority, support capacity, follow-through |

2. Know the other and know yourself (Ch. III) — mark each cell of the table as

known, assumed, or unknown. The famous line is a probability statement: know

both sides and the result holds no fear; know only yourself and you trade wins and

losses; know neither and you lose. Count your unknowns before trusting your verdict.

3. Win without fighting (Ch. III) — "supreme excellence consists in breaking the

enemy's resistance without fighting" (Giles). Before planning the head-to-head, list

at least three no-battle outcomes: reframe the buying criteria, partner instead of

compete, concede this deal to own the next segment, change what is being compared.

4. Invincibility first (Ch. IV) — secure what cannot be lost before reaching for

what can be won: which existing customers, allies, or territory must be defended

while you fight this? An offense that exposes the base is how challengers die.

Output Format

## The contest
[One paragraph: who, over what, decided by whom, when]

## Five factors
| Factor | Us | Them | Edge | Known/assumed? |

## Unknowns that could flip the verdict
[The assumed/unknown cells, and the cheapest way to convert each to known]

## Three ways to win without fighting
1. … 2. … 3. …

## Verdict: FIGHT / RESHAPE / DECLINE
[Fight: the two factors that decide it and how to press them.
 Reshape: which factor you change before engaging, and how.
 Decline: what you protect instead, and what declining costs.]

## Defend while attacking
[What must not be lost during this, and its guard]

Quality Checks

• [ ] Both columns scored — a brief that only assesses the opponent is scouting,

not strategy

• [ ] Every factor cell marked known/assumed/unknown, and the unknown count stated

plainly next to the verdict

• [ ] At least three genuine no-battle options, not one padded to three
• [ ] The verdict is one of the three words, committed to — "it depends" is the

exact failure this skill exists to prevent

• [ ] Quotes only where exact (Giles translation); otherwise paraphrase with a

chapter reference

Anti-Patterns

• [ ] Do not produce war-metaphor decoration on top of an ordinary SWOT — every

section should do analytical work the five factors made possible

• [ ] Do not let the user's fighting spirit set the verdict; the book's most-repeated

advice is to not fight battles you haven't already won on paper

• [ ] Do not treat colleagues as the "enemy" — this skill is for external contests;

internal politics belongs to machiavelli-counsel, and the difference matters

• [ ] Do not skip the defend-while-attacking section because the user is excited