第一篇
计篇

原文

孙子曰：兵者，国之大事，死生之地，存亡之道，不可不察①也。

故经②之以五事，校③之以计④而索⑤其情⑥：一曰道，二曰天，三曰地，四曰将，五曰法。道者，令民与上同意也，可与之死，可与之生，而不畏危。天者，阴阳、寒暑、时制也。地者，远近、险易、广狭、死生也。将者，智、信、仁、勇、严也。法者，曲制、官道、主用也。凡此五者，将莫不闻，知之者胜，不知者不胜。

故校之以计而索其情，曰：主孰有道？将孰有能？天地孰得？法令孰行？兵众孰强？士卒孰练？赏罚孰明？吾以此知胜负矣。

将听⑦吾计，用之必胜，留之；将不听吾计，用之必败，去之。

计利以听，乃为之势⑧，以佐其外。势者，因利而制⑨其权⑩也。

兵者，诡⑪道也。故能而示之不能，用而示之不用；近而示之远，远而示之近；利而诱之，乱而取之；实而备之，强而避之；怒而挠之，卑而骄之；佚而劳之，亲而离之。攻其无备，出其不意。此兵家之胜，不可先传⑫也。

夫未战而庙算⑬胜者，得算多也；未战而庙算不胜者，得算少也。多算胜，少算不胜，而况于无算乎？！吾以此观之，胜负见⑭矣。

注解

① 察：认真翔实地进行研究。《说文》：“察，复审也。”察本义为反复地审察，对其本质了然于胸。

② 经：以……为研究的基础。《说文》：“经，织也。”经本义为织布的经线，即用经线把纬线串起来，引申为研究的基础和依据。

③ 校：校正，校准。《说文》：“校，木囚也。”《广雅》：“校，度也。”校本义为用木头做的囚车，用于固定囚犯身体的各个部位，后引申为校正、校准。

④ 计：收集和记录到的敌对双方的情报资料。《说文》：“计，会也，算也。”计本义为计数、核算，引申为账本，这里指收集和记录到的敌对双方的情报资料。

⑤ 索：探索。《说文》：“索，草有茎叶，可做绳索。”《尔雅》：“小者谓之绳，大者谓之索。”索本义为粗大的绳子，引申为搜索、探索。

⑥ 情：本性，本质。《荀子·正名》：“情者，性之质也。”情本义为本性。

⑦ 听：认同，听从。《说文》：“听，聆也。”听本义为用耳朵感知声音，引申为听从，即言听计从。

⑧ 势：内在的动力。《说文》：“势，盛力权也。”势本义为充满权与力。

⑨ 制：控制。《说文》：“制，裁也。”制本义为切割，引申为控制。

⑩ 权：控制点，关键点。《玉篇》：“权，秤锤也。”权本义为秤锤，引申为控制点、关键点。

⑪ 诡：欺骗，诡诈。《说文》：“诡，责也。”诡本义为责成、要求，后引申为隐藏、欺骗，再引申为诡诈。

⑫ 传：《说文》：“传，递也。”传本义为用驿站转递文件，引申为规定下来并传达下去。

⑬ 庙算：在宗庙进行决议、决定。《说文》：“算，数也，从竹从具。”算本义为数，引申为决议、决定。

⑭ 见：通“现”，呈现。

译文

孙子说：战争是国家的大事，关乎军民的生死，关乎国家的存亡，不可不认真深入地研究。

所以，要基于以下五个方面研究战争，并通过收集、记录、整理、校准、对比和分析敌对各方在这五个方面的相关资料，探索战争情势。这五个方面：一是道，二是天，三是地，四是将，五是法。道，让百姓与君主上下同心，而不惧于任何危险挑战。天，包括昼夜、阴晴、寒暑和气候。地，包括地势的高低、距离的远近、地貌的开阔与狭窄、地形的安全与危险。将，包括智谋、诚信、仁爱、勇敢和威严。法，包括军队的组织编制、军官的职责划分和军需的储运管理。凡属于上述五个方面的知识和信息，为将者没有不知晓的，但唯有精通才能取胜，不精通就不能取胜。

所以，要对这五个方面的情报资料进行收集、记录、整理、校准、对比和分析，以探索战争情势：哪一方的君主更有道？哪一方的将领更能干？哪一方的天时地利更突出？哪一方的法令实施更彻底？哪一方的武器装备更强大？哪一方的士兵技能更娴熟？哪一方的绩效奖惩更分明？我经由上述判断，就能预知敌对双方的胜负结局。

将领们认同、采用这种分析判断方法，用这样的将领就一定能打胜仗，所以要留用他们。将领们不认同、不采用这种分析判断方法，用这样的将领就一定会打败仗，所以要撤换他们。

通过上述分析判断，找到我方优势，再围绕我方优势营造“势”。所谓“势”，就是灵活运用我方优势来把控战争主导权。

真能把控战争主导权？能！因为战争是诡诈之道。所以，将领很有才能，就要显得没有才能，使敌人对将领的判断产生错觉；将领堪为大用，就要显得不被重用，使敌人对君主的判断产生错觉；距离靠近要显得距离很远，距离很远要显得距离很近，使敌人对地形的判断产生错觉；用利益去引诱敌人，用混乱去牵制敌人，使敌人的指挥失灵；敌人力量充实就做好防备，敌人力量强大就及时躲避，使我方的优势不致消耗；敌方将领性格暴躁，就要设法骚扰他，敌方将领性格谦卑，就要设法骄纵他，使敌方的将领指挥失常；敌人队伍休整就要设法劳累他们，敌人士兵团结就要设法离间他们，使他们人心涣散。当敌人在七计方面出现漏洞，就要即刻抓住时机，攻击敌人防备不足的薄弱环节，占据敌人没有预料的战略要地，这样就能以最小的代价，取得最大的战绩。所以，诡诈多变，是军事首长制胜的根本要领，不可事先规定下来。

哎呀！通过战前筹划就能取胜，是因为战前筹划周密；通过战前筹划不能取胜，是因为战前筹划疏忽。战前筹划周密就能取胜，战前筹划疏忽就不能取胜，更何况没有战前筹划呢？！

我通过观察敌对双方战前筹划工作的周密与疏忽，就能预见到战争中敌对双方胜负的结局。

商业应用

“计篇”是《孙子兵法》的第一篇，也是这部经典战略著作最为重要的一篇。当把《孙子兵法》应用于管理策略时，这一篇同样重要！因为对于任何商业组织来说，打好基础都是关系组织生存发展的基本原则。因此，如果我们要向《孙子兵法》学习的话，就应当认真、仔细、用心地对待这一篇！不要忘了，我们古人在两千多年前就强调这一篇及其重要性了。基于这一考虑，我们打算在探索这一篇的核心思想方面多费些笔墨。

这一篇概述了重大战争中预知战争胜败结局的五大重要准则：道、天、地、将、法。这些准则可应用于商业或现代管理，问题是如何应用于现代商业实践和管理呢？

在商业方面，道指的是什么呢？道定义了什么是正确的，什么是错误的；什么是应该做的，什么是不应该做的。道同样也定义了应该用什么方法去做，或者不应该用什么方法去做。

在企业或者商业环境中，我们必须界定我们存在的根本目的。企业的基本问题是：我们是谁，我们做什么，我们为什么要做我们所做的，我们在哪里做，以及什么时候做。这就是经济学中经典的“5W”或者“W5”问题。对于这5个问题发自内心的回答，定义了企业的宗旨，也最终决定了企业的成败。

让我们尝试去定义适用于企业环境下的5W问题的管理学术语。在企业环境中，建立企业使命和愿景宣言，其实就是对5W问题的回答。什么是企业的使命宣言？什么是企业的愿景宣言？这两者间的相互关系又如何？

使命宣言定义了组织的根本目的。使命宣言通常简明扼要。构建有意义的和可达成的使命宣言涉及组织的股东、高层管理团队、中层核心骨干，以及普通员工，有时也涉及产品或服务的终端消费者或顾客。

所有的财富500强企业都毫无例外地建立了自己的使命和愿景宣言。通常，这些宣言会在企业总部、企业年报中清晰地展现给各相关方。这一做法在西方企业中很常见，而且传统久远。

一个精心编制的使命宣言对于企业意味着什么呢？它简明扼要地描述了我们是谁，我们做什么，我们怎样做，以及我们为谁而做？使命宣言是我们的目标和我们如何致力于这一目标的警示牌。使命宣言是动态的，会随着需求的发展而改变。然而，使命宣言不会基于短期变化而改变，因为它反映的是组织的中长期发展方向和经营哲学。

在当今这个竞争的时代，即使医院、大学，乃至很多非营利组织，也都在试图清晰地构建它们的使命，以便使消费者或顾客理解它们正在致力于何事。

愿景宣言和使命宣言相结合而发挥作用。通常，愿景宣言对业务的表述更为具体。愿景清楚地告诉我们，组织不同职能领域间是如何协同运作以达成组织使命的。

把“天”和“地”纳入赢取战争的考虑因素并加以讨论，这充分体现了孙子的天赋和《孙子兵法》的价值。在经济管理方面，这同样具有深刻的意义。当我们为取得商业运营的成功而制订计划时，通常都会分析宏观经济形势。孙子遥遥领先于他的时代，把“天”的状况作为取得成功的一项先决条件。“天”的意思就是“太阳底下的一切”。也可以这么说，孙子把全球经济政治环境作为取得成功的先决条件。确实，要取得创业的成功，全球形势是我们要分析、研究和理解的诸多要素之一。在中国历史上，国际贸易领域的此类案例随处可见。比如，我们用于国际商贸的丝绸之路就可以追溯到上千年以前。通常，我们以为跨国学生交流似乎是当下才流行的新时尚。其实，在中世纪大学就已经存在了，那时人们就在提倡和推动短期的国际学术交流。所以，全球化不是一件新事物。但我们也应该明白，全球化的完整概念确实是相当新的概念。我们必须承认和赞赏我们祖先的智慧。真的，他们怎么做到仅用简单的文字，就让我们认识到这些道理了呢？

现在，让我们看看“地”的概念到底是怎么回事，以及如何把它和管理关联起来。“地”指的是地形环境或者更多地面因素。如果不熟悉地形情况和周围环境，我们怎么能在制订商业计划、进行商业运营和维持企业生存方面取得成功呢？商场如战场呀！如果我们不能在商场中站稳脚跟，我们也就无法生存，无法取得成功。

我们提倡把理解全球和地区宏观环境作为一种务必精通的策略制定工具。总是有组织抱怨说，它们很难控制、研究或者考虑全球形势和本地区形势。这极其错误！对于许多中小型企业来说，的确缺乏资源去亲自进行全球或地区宏观环境及其影响分析。然而，不应该以此为借口，去降低宏观因素在商业成功方面的重要性。大家也许不知道，事实上许多有关全球和地区的分析轻而易举就能做到。因此，许多大企业都是亲自进行全球和宏观经济分析。对于它们来说，在制订计划时花费一定的功夫去阅读、思考和反复斟酌，要比仓促行动好很多。

最后，对于一家优秀的企业来说，优秀指挥者所扮演的角色突出而又备受瞩目。在指挥作战时，优秀的指挥者很关键，在商战中也同样如此。在战争中，我们重视将军及优秀统帅如何能赢得战争。在组织环境中，一位优秀的首席执行官（CEO）所扮演的角色也同样重要。事实上，在商业世界，CEO的角色不只是去指挥，还要领导和协调，甚至领导能力和协调能力还要更重要些。也许，这就是军事统帅和优秀CEO之间的重要区别。在战争中，指挥绝对重要，但在商业环境中，领导和协调则比指挥更关键。

一位优秀的CEO更像是一位马车夫率领着一群马去拉车，每匹马好比是企业里一个独特而重要的组成部分。根据企业性质，一匹马是市场和销售部门，一匹马是财务部门，一匹马是产品和制造部门，一匹马是研发部门，一匹马是人力资源部门，一匹马是品牌推广部门。单独的一匹马和所有的马对企业而言都很重要。我们从不会说某个单独的部门比其他部门更为重要。每个部门都要服务于自己特定的目的，担负自己特定的职能。优秀的CEO带领并确保所有的马行进在正确且一致的方向上。更为重要的是，它们行进的步伐也是一致的。优秀的CEO将不会让某匹马走得稍快或者稍慢些。因为一旦有一匹马走得过快或过慢，就可能翻车，并造成停滞和混乱，企业也将失败。这样的案例太多了。看看黑莓公司吧，其拥有卓越的技术和无可匹敌的研发实力。哎！是哪匹马导致车队崩溃了，或是方向错了呢？

最后，我们来谈谈领导行为准则。公元前一千年左右，中国伟大的哲学家姜尚在其经典著作《六韬》中指出了领导者的一些重要特性。这些特性包括：

为每位追随者明确愿景和目标，这与孙子对道的强调完全一致。这种一致性不全是巧合，它表明了为追随而设立愿景与方向的重要性——一位好领导的基本原则。

像爱护儿女一样爱护下属。领导者首先关心的不是企业能够或者将要赚取多少利润，而是能为员工带来多少福利和利益。最起码要知道自己记住了多少员工的姓名。

使你的追随者和你的国家（组织）兴旺发达。在现代商业环境下，利润分享不只是一个纯粹的概念而已，而应该将其付诸实践。就像我们要给企业的所有者，即股东分配股息一样，一家好企业要留出一定的利润分配给雇员。许多企业只是为高管层设置或者建立这样的利润分享机制，这就存在一些危险。分享利润这一基本思路是对的，但如果不包括部分员工的话，就可能造成麻烦和摩擦。

奖罚分明，人人平等。

对下属以身作则。

能者上，庸者下。

后面三点与《孙子兵法》中所强调的行为准则的概念是一致的。

Business Application

“Laying Plans”, the first Chapter of The Art of War by Sunzi is without any doubt the most important chapter in this classic of warfare strategy．When the book is applied to management strategy it is equally important．For laying a good foundation in any business organization is the very basis for its survival and growth.

It is for this reason that we would like to spend a little more time in exploring the essence of this Chapter．In strategic warfare, this Chapter outlines five important criteria to forecast the outcome of success or failure of a war．These criteria can be applied to business and modern management．The question we have to ask ourselves is how morality, heaven,land(earth),the commander and disciple be applied to modern business practice and management.

What does morality mean in business? Morality defines what is right and what is wrong．What should be done or followed．It also defines how it should be done or what not to do.

In the corporate or business environment, we must define the purpose of our existence．The basic question is who we are, what we do, why we do, where we do it and when we do it．These are the classic questions of the “5W”or “W5”．Honest answers to these five questions define the purpose of a corporation and also ultimately determine the success or failure of the corporation.

Let us try to define our “5Ws”into more practical terms in a corporate environment．To answer the “5Ws”is actually another way to establish the Mission and Vision Statements of a corporation．What is the Mission Statement of a company and what is the Vision Statement? And, how do these two statements relate to each other?

Mission Statements define the purpose of the corporation．Mission Statements are usually simple, short and to the point．To construct a meaningful and achievable Mission Statement involves all the stakeholders of the organization, the top management team,representative of middle management and rank and file．It also sometimes involves the ultimate consumers or buyers of the product or service.

Without exception, all the Fortune 500 companies in the world have Mission and Vision Statements for their corporations．Very often, these Statements are clearly displayed at Corporate Headquarters,in their Annual Reports, and for all the stakeholders．This practice is very common in western corporations and has a fairly long tradition．Unfortunately,this is not commonly practised in China．Mainly because for a long time, most and if not all, the companies are in manufacturing or service and are not publicly traded or privately owned．This does not mean that publicly owned organizations including state owned enterprises should not publicly announce their mandates and visions.

If we learn anything from The Art of War, we should take this lesson very seriously, and very carefully and to heart! Remember, this message and the importance of this message was advocated in China over 2 500 years ago.

What does a wellarticulated Mission Statement mean to an organization? It states very clearly and in short who we are, what we do, how we do it and who the people we serve are．Mission Statements are reminders of our objectives and how we try to achieve those objectives．Such Statements are dynamic statements meaning that they do change when the needs arise．However, the Mission Statement is not something that changes on a short term basis．Mission Statements reflect the medium and longer term directions of the organization and the operational philosophy.

In these days of competition, we see hospitals, universities and many nonprofit organizations trying to articulate their missions clearly so that the customers or users of the service understand what they are striving for.

Vision Statements work in conjunction with Mission Statements．Usually, Vision Statements are more specific in terms of actions．They spell out how the different functional areas of the organization work together to achieve the Mission of the organization.

The genius of Sunzi and his writing is fully demonstrated in his discussion and inclusion of heaven and land, or earth, as a means of providing a necessary and sufficient condition to win a war．With respect to management, this is profoundly enriching and meaningful．We often talk about the macroeconomic condition to do planning for a successful business operation．Far ahead of his time, Sunzi mentioned the heavenly condition as a precursor for success．The meaning of heaven implies“everything under the sun”which means Sunzi was concerned about global economic and political conditions as conditions for success．Matters of global condition are something that we need to analyze, to study and to understand before a successful venture can be achieved．Such examples of internationalization in trade can be easily found in the history of China．Our silk road to trade and commerce can be traced back way before a thousand years ago．We talk about international student exchange as if it is new and fashionable phenomenon．But shortterm internationalize of scholarly movement was advocated and practised in Europe during the Middle Ages when universities were established．So, there is nothing new about internationalization．However, let us keep in mind that the entire concept of globalization is a relative new concept．We must admit and admire the wisdom of our forefathers and how their simple words have made us realize things that were way before our time.

Now, let us see how the concept of land relates to management．Land refers to local environment and beyond．Without a good understanding of the local situation and its surrounding environment, how can we be successful in your business planning, business operation and business survival? Business is like warfare．If we cannot sustain, we cannot survive and we cannot succeed.

Understanding the global and local macro environment is advocated as a means that we must strive to achieve．Very often, organizations excuse themselves by stating that neither the global condition nor the local macro conditions are elements that they can control or have the resources to fully study or be concerned about．Such fallacy! Indeed, for many small and medium size companies will not have the resources to conduct their own analysis, or perform impact analysis．However, this should not be used as excuses to minimize the importance of such factors on a successful business．In fact, many of such analysis, both global and local are readily available for the curious．Of course, many large organizations conduct their own global and macroeconomic analysis．But even for such organizations and when they conduct planning, it is much better to spend time in reading, thinking and rethinking than rush into action.

Finally, the role of a good commander for a good business operation is highlighted and discussed．In warfare, we talked about Generals and how good leadership can win a war．In the corporate environment, the role of a good Chief Executive Officer, the CEO, is just as important．In fact, in the corporate world, the role of the CEO is not just to command, but to lead and to coordinate．The ability to lead and coordinate is far more important．Perhaps,this is an important difference between a military general and a good CEO．To command in warfare is absolutely important, but to coordinate and lead in the business environment is even more critical.

The role of a good CEO is not to command but to lead and to coordinate．A good CEO is like the driver of horse drawn carriage leading a group of horses．Each horse represents a unique and important part of the corporation．Depending on the nature of the corporation,one horse represents the marketing and sales department, one horse; the finance department,one horse; the production and manufacturing department, one horse; the research and development department, one horse; the human resources department and one horse; the brand development and government relations department．Each and every horse is important to the organization．One can never say any particular department is more important than the other．Each serves a unique purpose and carries a unique function．A good CEO leads all the horses and make sure that they are moving in the right direction and the same direction．More importantly, they all move in the same speed．A good CEO will not let one particular horse to move faster or slower than the others．If one moves too fast or too slow, the horsedrawn carriage will flip and cause a total stop or disarray and the company will fail．There are plenty of examples of that．Look at Blackberry, a company that has excellent technology and great research and development．So, which horse is causing the carriage to collapse? Or was the direction wrong?

Finally, let us tie leadership with discipline．At approximately 1000BC, the great Chinese philosopher Jiang Shang in his classical writing of Liu Tao pointed out the important attributes of a good leader．These attributes can be defined as follows:

Define visions and objectives for everyone to follow．This is totally inline with what Sunzis emphasis of morality．This is not a complete coincidence．It demonstrates the important of setting a vision and direction to follow the basic principle of a good leader.

Love your subordinates as our sons and daughters．This is where we have to be concerned not about how much money the company can or will make but the welfare and benefit of the staff and employees．As a start, how many of the employees can you remember by their first and last name?

Make your followers and your country (organization) prosperous．In the modern business context, the concept of profit sharing is not only an empty concept but something that should be put into practise．Like dividend payout to shareholders who are the owners of the company, a good company sets aside a certain amount of profit to its employees．The danger here is many corporations set aside or build into a contract for senior management．The basic idea is good but if this does not include many of the rank and files, it could only create problems and friction.

Make clear identification of reward and punishment, treat everyone the same.

Set yourselves as example for your subordinates.

Promote the ones with ability and demote those without.

These last three points reflect the notion of discipline as outlined in The Art of War.

案例

文化变革，推动企业全面转型

摘要：在“计篇”，孙子指出要从“道、天、地、将、法”五个方面考察战争。把这一策略应用到现代企业管理上，就是要跳出企业，从更宏观的角度寻找企业问题的根源，并着重从“道”的层面，即企业文化层面入手，从根本性上解决企业的经营问题。本案例讲述大型国有装备制造企业甲公司，如何从文化变革入手，将传统国有企业转型为现代市场经济企业。

关键词：变革、转型、企业文化、陕西现象