Customer Reviews

Sun Tzu: The Art of War for Managers; 50 Strategic Rules

5 star:		(27)
4 star:		(5)
3 star:		(4)
2 star:		(1)
1 star:		(3)

 

 

The review which follows is of a book which I read when it was first published in 1999. I recently re-read it. Here are my reactions to it seven years later.

Many of those who read my reviews are owners/CEOs of small businesses. Whenever I receive an e-mail from one of them asking me to recommend books which will be of greatest practical value, I always include a choice of R.L. Wing's or Samuel B. Griffith's translation of Sun Tzu's The Art of War on the list. Occasionally, someone who has read The Art of War asks for a recommendation of related sources. There are several to select from, notably The Art of Business: In the Footsteps of Giants written by Raymond T. Yeh and Stephanie H. Yeh; two books by Mark R. McNeilly, Sun Tzu and the Art of Business and Sun Tzu and the Art of Modern Warfare; and this one, which I read when it was first published and only now am I reviewing. Here are a few of the reasons for my rating of Michaelson's book.

First, Michaelson has selected and then discusses 50 "strategic rules" suggested by Sun Tzu's classic. To facilitate and support periodic review, the key concepts are summarized on pages 169-190 and range from" Thoroughly Assess Conditions" to "Practice Counterintelligence." Don't expect any head-snappers. The greatest value of The Art of War is that it helps, indeed insists that its reader think strategically. (Please keep in mind that it was written 2,500 years ago.) Michaelson fully understands that. His purpose is to apply ancient concepts to major perils and opportunities in the contemporary.

I also appreciate Michaelson's provision of several reader-friendly sections such as those in which he quotes a passage from The Art of War and then offers a "translation" of its relevance, followed by a "Manager's Commentary" in which he recommends appropriate application of Sun Tzu's insight. Throughout his rigorous and eloquent narrative, Michaelson also includes checklists such as the one found on page 114 when he identifies "key ingredients" which are common to all growing organizations: customer focus by creating systems that deliver perceived value; selection (i.e. hiring) of decent as well as competent people; and then training them with highly-interactive learning sessions which are both formal and on-the-job.

Finally, I hold this book in high regard because Michaelson also includes 13 brief but insightful commentaries by senior-level executives who share their own real-world experiences. Fort example, Domminick Attanosio (senior advisor, Young and Partners, LLC) explains how a public pharmaceutical company developed a new delivery system to adjustable dosing of oral medications by following each of several of Sun Tzu's basic principles:

"Know the enemy and know yourself, and you can fight 100 battles with no danger of defeat."

"Travel where there is no enemy."

"Pursue one's strategic designs to overawe the enemy."

"An army can be raised only when there is money at hand."

"The general whose only interest is to protect his people and promote the best interests of his sovereign is the precious jewel of the state."

"The enlightened rulers must deliberate upon the plans to go to battle, and good generals generally execute them,."

"To subdue the enemy without fighting is the supreme excellence."

Obviously, it would be a fool's errand to manage by slogans but even more foolish to ignore what can be learned from sources such as Sun Tzu's The Art of War. The knowledge these sources provide can -- and should -- guide and inform the careful selection and then effective execution of appropriate strategies and tactics. Credit Michaelson with a thorough understanding and brilliant interpretation of what can be learned from arguably the world's first management consultant.

Bravo!

"Make an estimate of the situation" and "fight only the battles you can win," are but two of the strategic rules outlined in Gerald A. Michaelson's translation of "The Art of War". Chinese strategist, Sun Tzu wrote the original 7000-word treatise 2500 years ago, and today his view of military strategy continues to be studied worldwide, not only by military commanders but also by others who seek to develop a winning strategy. "The Art of War for Managers" is an excellent book, easy to read with translations of the ancient text boiled down to fifty short simple rules that can be used by managers in a variety of career fields. Each of the thirteen chapters serves to group the strategic rules for easy reference and study while providing a "Manager's Commentary" which serves as a contemporary example of Sun Tzu's strategic points. Michaelson also provides his readers with a section of detailed examples from managers who have adopted one or more of Sun Tzu's strategies, as well as an outline of the key concepts detailed in each chapter. In the West, we tend to have the attitude that we must win all of the time, or win at any cost. Michaelson's translation and interpretation of Sun Tzu provides insight that suggests that we must choose our battles rather than fight every battle, and that there are ways to win without fighting at all. Each of the fifty strategic rules in this book will provide the reader the opportunity to develop effective strategies to handle a multitude of conflicts, and is well worth the time investment.

If you work for a Japanese company, this book is required reading. After you read and fully understand the content, the daily logic "or lack there of" you experience while working with or for the Japanese will be answered.

I also recommend Winning the Marketing War. Author (Gerald A. Michaelson)

A Mitsubishi Employee

If only there was a way to give this book NO STARS. This book reads like an eighth grade term paper. Examples are poorly developed and the writing is trite and substandard. I can't believe Adams Media has the audacity to publish this tripe and call it a book. Books are for learning.

Some of Michaelson's brilliant insights include: "An inefficient victory is bad, but not as bad as losing -- which is extremely inefficient" and "In every game there has to be a winner and a loser." It's almost like Michealson went to the Dan Quayle school of quotes. Unfortunately, the ENTIRE book is written in the same cheesy prose. Michaelson also has no focus and the book is very poorly organized. Save your money on this one. It might be the worst book you've ever read. It certainly was for me.

If you liked the Art of War you will like this. I really liked the summary of all the rules at the end of the book.

I will try to to keep this short. All the other 5 stars point out the merits for this book. In short it gives modern insights to a very important book on strategy. Shows that true wisdom rings true for thousands of years.

The criticisms that I have read on this book are true but are not really fair. This book is not designed to be a play by play guide for managers that have no insights of their own. If this book doesn't generate ideas for you without spoon-feeding examples and how to's then you will never lead a winning organization. You are a sheep not a shepherd.

If one understands Sun Tzu, if not a master as no one really is, they would realize that any example given automatically is rendered useless. A widely publicized tactic lacks the element of surprise, rule #19.

My criticism of it is that he doesn't understand history that well, at least the Revolutionary War. He cites things that are common misperceptions about that war to support his arguments. The rebels always employed unconventional tactics not just towards the end. Also almost all of the battles were fought conventionally and on open fields. This is contrary to what the author writes. Stick to business examples.

Also citing Tyco CEO Dennis Kozlowski does little to advance his point. Who could have known and I'm sure any future editions will strike this reference.

This book isn't perfect but if you are a shepherd and can generate ideas on your own then this book is for you. It will help give fire to the sparks you already have. Quit wasting time and order it. Assume your competitor has already read it and is using its insights against you.

Michaelson's subject, predicate,and direct object style of writing in "Sun Tzu:The Art of War for Managers" makes this reading a professional must for all hands who would venture into the marketing wars. Michaelson applies Sun Tzu's ancient theories on the strategy (Doing the right thing!) and tactics (Doing things right!)to the dynamics of corporate business today.Michaelson has condensed much of the previous good information he passed in his earlier book, "Winning the Marketing War".I would recommend this latest effort by Gerald Michaelson to all young Americans entering the competitive world of business. As a former Marine, I would place it at the same level as our "Small Wars Manual" and the "Landing Party Manual", and these manuals equated to the Bible as far as I was concerned. The truth is out there, and Gerald Michaelson will help to show you the way. Semper Fidelis, Bruce M. Mac Laren Colonel, U.S. Marine Corps (ret)

This book successfully describes how the fundamental strategic truths taught by Sun Tzu in The Art of War can be applied to modern day corporate skirmishes.

Michealson's book was recommended to our book club and I bought it with great excitement and joy. That joy lasted only a chapter or two. It was immediately apparent that little research had gone into to the book's relevance to managers in business. The examples were less than helpful, the author's ideas jumped around, leaps of logic were offered as fact...I actually stopped reading half way through the book and wondered what I would do when the book club met.

Of the 12 people who showed to that meeting, none thought it was a useful read, I apologized for picking the book. Personally I have also read the AOW for Executives by Krause, another very poor read. If you don't mind a longer read, try Sun Tzu and the Art of Business by McNeilly. He does a decent job, but he too gets lost in his expertise of Vietnam military tactics and other armed conflicts, but he knows more about what he writes than others.

I wish I could say something more positive, so save your money, time and wait for someone to write something that connects the 13 chapters to current business problems.

I have read and heard of many business professionals trying to apply Sun Tzu principles of war to business leadership but never in such an in depth, coherent and eloquent manner.
The author several times equates business with war. I am not sure that the parallels can be drawn as easily as he asserts. This does not diminish the application of the principles of the book; however the idea that business is war is a bit misguided in my opinion. Business can be done with partnerships and comradery within an industry.
The book utilized numerous quotes. These seemed rarely helpful yet are definitely a fun addition that I approve of. In addition the multiple interpretations were not only useful to understand the material but also insightful as to how to view the passages and their applications. The examples the book draws on not only helped to clarify how the principles can be used but also lended great credibility to the belief that these lessons can be used in a much more peaceful environment than the battlefield.
Many lessons seemed like common sense, but are so commonly overlooked in today's world that it's about time they were written down so that business managers do put thought into these situations. For instance in chapter 6 the book mentions the advantages of taking the initiative. In this instance the firm will need skill preparation and information.Simultaneously it is common to not have enough time, resources or information. This seems simple but it is not often that a manager will think in these terms exactly.
The "Ten Minute" lesson format kept the book fast paced and did not become monotonous or tedious as some contemporary business writings seem to be.
10 minute chapters or lessons give a comfortable class like feel that I believe enhances learning. I thought this was innovative and a huge asset to Michaelson's book.
While I did thoroughly enjoy the book there were certain parts that seemed morally questionable. Business will probably never be a completely free of corruption or disreputable behavior however executives should strive to be more upright in their actions. Michaelson's book teaches that in war and business it is a fine tactic to take advantages of another's misfortunes, deceive for advantage and use spies. Chapter 7 in fact has a sub section on employing deception. If your troops or employees do not feel that these are acceptable tactics then, according Sun Tzu, you will lose. The first constant factor listed in Chapter 1 is "moral influence" troops and employees are better motivated and more committed at what they do when they believe their cause is righteous.
These actions may be palatable in war but do they have a place in modern business.
I would highly recommend this book to business students. As a graduate student with some work experience I find the lessons learned very functional and relevant to today's professional world. I also would say that the lessons are made simple enough so that an undergraduate or inexperienced business individual would have no trouble understanding the concepts or teachings presented within the book. I could assume that even the seasoned business leader could glean some new knowledge from the many teachings within or at least be entertained by the work.