In any competitive situation, it is important to deduce who is ahead of whom and by how many moves. Some people preferred to ask the question of whether he/she is one move ahead of the opponent or one move behind the opponent. One could use the factors of time, space, force, and topographical position to assess that specific strategic outlook.. Being Two Moves Ahead How does one determines if he/she is one move ahead? When he knows his next move and that he has the strategic foundation to make that move. It does not matter if the opponent If that move forces the opponent to meet that threat, the offensive player becomes two moves ahead. q: How does one knows when one is three moves ahead. More to come.
Following is a post on Amazon that we forgot to post in 2012. ... I decided to update it with a English twist to it
Jeff Bezo of Amazon understood the connectivity behind the configuration of his targeted marketplace from different perspectives while being mindfully aware of the constant motion of the five competitive forces. By viewing the PESTO factors (and other strategic factors) behind each competitive force, one could determine the TOWS of each group. We presumed that you do know how to do that. Before Amazon and Walmart delivered their concept of the locker, Buffer Box originated the idea. This was not much of a innovation for Buffer Box, if they cannot patent it. Being the leading edge in any market terrain does not mean that one has the advantage of maintaining the market lead. The ultra specifics of a complex situation determine what are the chances of succeeding.
Copying, posting and reproduction in any form (without prior consent) is an infringement of copyright. The Compass Chart
By viewing the Big Tangible Picture (BTP) in reference to its configuration the connections of the various situations that is embedded with the Big Tangible Picture, the adjustment points by connecting the leadership level and the operational level to it, Bezo's mindfully knew what target to focus on and how to profit through various adjustment points. By connecting the operational factors of his competitive dispositions and the operational factors of the market terrain, he knew where was the opportunity!? .. Beside having one of the largest web emporium, he connected his "Amazon Locker" concept to the possibility of improving the "Amazon" service. Click here for the latest info on the Amazon's locker. They are now available in the United Kingdom. Reflections From The Compass Desk Those who are competing against some of these "new generation" companies, must remember how aggressively smart and resourceful they are. Creating a leading edge means building an actual intellectual property that could be legally protected. Owning a tangible patent is how one thrives in the information economy. . Minor Jottings To those who compete against "old school" companies, these people are so paper-driven that innovation becomes a rarity. They sit and wait for the other competitive forces to err in a macro way, before pursuing that niche. Interestingly some of the people in their market research department barely do any valid research. While collecting data from other sources, they barely verify and validate the information. It is so pathetic. In a future post, we will review the other Amazon moves through the Compass Chart.
Governor Brown expressed his reservations about legalizing marijuana for recreational use. "fiscal discipline is the fundamental predicate of a free society, ... but it may help if everyone isn't getting stoned. ... Well, we have medical marijuana, which gets very close to what they have in Colorado and Washington, ... I'd really like those two states to show us how it's going to work. The problem with anything, a certain amount is OK. But there is a tendency to go to extremes. And all of a sudden, if there's advertising and legitimacy, how many people can get stoned and still have a great state or a great nation? The world's pretty dangerous, very competitive. I think we need to stay alert, if not 24 hours a day, more than some of the potheads might be able to put together."
Read more here: http://blogs.sacbee.com/capitolalertlatest/2014/03/jerry-brown-worries-about-marijuana-legalization-and-potheads.html#storylink=cpy
Read more here: http://blogs.sacbee.com/capitolalertlatest/2014/03/jerry-brown-worries-about-marijuana-legalization-and-potheads.html#storylink=cpy
It is rare that the top-down results-based people and the field level "ground up" people are able to see the possible positivity and the possible negativity that could originate from the opposite view. . . . Governor Brown is one of those rare individuals who understands the opposing sides that originate from the legalization of marijuana. . . . , Look at the state of Copenhagen, Denmark. One man's positive is another man's negative and vice-versa. . . . Read and reflect on why other countries are still illegalizing marijuana. . . . It takes an abundance of rules and regulations to manage this legal process. Who is willing to create the system and manage it? Is the projected outcome is greater than the projected income? The State of Competition "Competition is the greatest matter of any capitalistic economy, the basis of success and failure,
the Dao to survival or extinction. It must be thoroughly contemplated and
analysed."
- Art Of War 1
The understanding of the social-economic psychology behind a grand situation enables one to see the risk benefits, the risk consequences and the challenges of a major political-social decision. Could you see the chain reaction that could originate from this above decision?
The only way to stay safe is to assume the worst until one could see the matrix of connectivity that lies within the situation.
Side Notes The competitively innovative people are regularly mindfully alert. The state of being mindfully "stoned," will usually lower the state of competitive efficiency. One stays alert by practicing the art of mindful centerness. From personal experience, mindful centerness and sipping some good tea will assist one in become innovative. ... While necessity is the mother of invention, mindful experience and conscious awareness are usually the causes for great innovation.
"Nature, red in tooth and claw" - Tennyson. Click here for an interesting set of photos on how an golden eagle attacks and kills a sika deer. "The eagle excels in its craft by awaiting events in the situation without making any movement. When he sees that he can be victorious, he will arise; if he sees that he cannot be victorious, he will desist. Thus it is said that he does not have any fear, he does not vacillate. Indecisiveness and doubt do not play a role in any of his actions.
"As a hunter, he does not lose an advantage when he perceives it or be doubtful when he meets the opportunity. The eagle follows the flow of time and does not lose an advantage; the skillful, he is decisive and have no doubts. He strikes like a sudden clap of thunder, which does not give time to cover ears; strike like a flash of lightning, which does not give time to close the eyes. ... Those who oppose him will be destroyed; those who come near will perish. Who can defend against such an attack?"
Inspired by The Six Secret Teachings
Sunzi's Approach to Pursuing an Opportunity and Timing an Attack "... If the army's attack is like a whetstone thrown against an egg, it is due to the vacous and substantial ... The strategic configuration of power is visible in the onrush of pent-up water tumbling stones along. The effect of constraints is visible in the onrush of a bird of prey breaking the bones of its target. Thus thestrategic configuration of power of those focused, their constraints are precise. Their strategic configuration of power is like a fully drawn crossbow, their constraints like the release of the trigger. Intermixed and turbulent, the fighting appears chaotic, but they cannot be made disordered. In turmoil and confusion, their deployment is circular, and they cannot be defeated. ..." - Art Of War 5
To attack an competitor, one must understand the following essential points that usually reigned over any competitive situation:
the strategic disposition of the competitive terrain;
the strategic disposition of each competitor within the competitive terrain;
the opportunity and the timing point of the competitive terrain;
the opportunity and the timing point of the competitors; and
the reality of the situation.
Comments From The Compass Desk To properly utilize the concept of strategic power, the successful strategist always assesses the configuration of a situation by understanding the connectivity of the relevant components that operates within it. Then the successful strategist positions himself and his team toward a strategic disposition that offers them a path of minimum cost and maximum efficiency. Then the influencing of the target begins by the implementation of his planned and prepared actions. We will touch more on this unique topic in a future post.
Someone in the Blue Party started the cyber game of slapping one of their opponents. Eight years later, the Red Party returned the favor by launching this web site. Analysis In the political game of high risk and high rewards, the memories are long. Some of the extreme competitors occasionally remembered their "high rewards" losses more than their myriad of wins.
Most vendettas remain for at least one to two generations. Because it is politics, this situation is not going to be like The War of The Roses or The Hatfields and the McCoys or Japanese Karate vs. Korean's Karate. Profiting in One's Own SettingsIt is important to understand the following points:
the chief decision makers who are operating the campaigns.
When studying the configuration, one focuses on the relevant components, the tactical coverage, the cyclical influence behind it and the connectivity between them. Minor Jottings In our information economy of minimal innovation, competition among the non-innovative could become intense especially when the slice of the money pie could become quite thin. ... It is rare that anyone have ever benefited from any direct conflict. Compete by out-strategizing the competition begins by comprehending the connectivity of one's Big Tangible Picture is the usual approach of successful strategists. To ensure a long term impact, the chief decision makers must focus either an advantageous move or a progression of strategic moves. ...
Speaking of The War of The Roses, have you seen The White Queen? It is about a conflict between two families that has stretched a span of 30 years. ... Click here for the abridged notes on this interesting show. While most amateurs embraced the thrill of the battle, the professionals preferred to focus on the war. Why? Most amateurs almost always have the proclivity to live for the moment where the professionals are just focused on the projected rewards from the larger picture. Conclusively, certain aspects of the human nature remained constant in most high-emotional conflicts. A Larger Arena of Competition One of the most interesting economic competitions is battle between the classic resources companies (oil and natural gas) vs. the alternative energy companies (solar, wind, etc.). Until the cost benefits of the alternative energy sources are lower, the oil companies and the natural gas companies are politically and economically ahead of their competition. Q: Who has the business advantage? A: In our consumer-driven marketplace, the companies who currently possess the most workable resources, get the customers, with the greatest ease. Q: How would their competitor prevail? A: It greatly depends on the longevity of their current competition influence. ... If the current configuration of their setting does not present a realistic solution, the chief decision makers must traverse beyond their competitive terrain for a new approach.
Comments From the Compass Desk Regardless of what niche of the information economy that one is competing in, you must understand the Dao of the Pestle. Economics is the weapon. But the politics is the trigger.
What is the Way of Aggressive Competition? "The offensive disposition of any relevant competitor should change in accord with the movements of their opposition. And changes coming from the confrontation between the two parties. Unorthodox and orthodox tactics are produced from inexhaustible resources of the mind. Thus the greatest affairs are not discussed, and the employment of manpower is not spoken about. Moreover, words which discuss ultimate affairs are not not to be discussed openly. The employment of manpower is not so definitive as to be visible. They go suddenly, they come suddenly. Only when someone who can exercise sole control over the team, without being governed by other men, is a strategic weapon." "If your plans are heard about, the competition will implement counter strategies. If you are perceived, they will plot against you. If your objectives are known, they will put you in difficulty. If you are fathomed, they will endanger you." "Thus one who excels in competition has already won before the deployment of manpower. One who excels at eliminating the misfortunes of the people manages them before they appear. Conquering the competition, being victorious by being formless. The superior competitor has won before engaging in contest. Thus one who fights and attains victory in using extreme measures is not a good strategist. One who makes preparation after the contest is started, has been lost is not a superior sage. One whose skill is the same as the masses is not a superior artisan." "In unique competitive matters, nothing is more important than certain victory. In employing one's manpower, nothing is more important than obscurity and silence. In movement, nothing is more important than the unexpected. In planning, nothing is more important than not being knowable. To be the first to gain victory, initially display some weakness to the enemy and only afterward do battle. Then your effort will be half, but the achievement will be doubled." "The Sage observes signs from the movements of Heaven and Earth and knows its principles. He observes the movement of the sun and the moon and understand their seasonal activity. He follows the cycles of day and night, taken them as his constant. All things have life and death in accord with the principles of Heaven and Earth. Thus it is said that if one fights before understanding the situation, even if he is more numerous, he will certainly be defeated."
# The following paragraph delineates the reasoning behind the "half step ahead of the competition" approach
"One who excels at competition will await events in the situation without making any movement. When he sees he can be victorious, he will arise; if he sees he cannot be victorious, he will desist. Thus it is said that he does not have any fear, he does not vacillate. Of the many harms that can beset an organization, indecision is the greatest. Of disasters that can befall an organization, none surpasses doubt." "One who excels in competition will not lose an advantage when he perceives it or be doubtful when he meets the opportunity. One who loses an advantage or lags behind the time for action will, on the contrary, suffer from disaster. Thus the wise follow the time and do not lose an advantage; the skillful are decisive and have no doubts. He strikes like a sudden clap of thunder, which does not give time to cover ears; strike like a flash of lightning, which does not give time to close the eyes. Advance as is suddenly startled; employ your team as if deranged. Those who oppose you will be destroyed; those who come near will perish. Who can defend against such an attack?" "Now when matters are not discussed and general preserves their secrecy, he is superior. When things are not manifest but he discerns them, he is wise. Thus if superior and wise, no enemies will act against him in the field, nor will any state stand against him."
- Tai Gong ( Paraphrased from The Six Secret Teachings, 26)
The Question of the Day Why is Jiang Tai Gong's Six Secret Teachings important to the hardcore strategists? The Answer (partial) " ... Although the Art of War remains the only book known in the West, the Wu-tzu and Six Secret Teachings proved to be highly important sources for military wisdom over the centuries, and the latter continues to be held in higher esteem among contemporary PRC military professionals. .." - Ralph Sawyer
If the PRC military professionals are reading it, why are you not reading it? The strategists who understand this book (and the seven other classics), know what dots to connect and how to connect them.
In some terrain of competition, there is always a sense of hatred between the competitors. It really means that there is a denial of deep respect and envy. In some situations, they wished that they can behave like them. The best approach is to focus on your objective while being mindfully aware of what your competition is doing. This would enable you to see the Big Tangible Picture of one's endeavor.
The Process of Building a Big Tangible Picture Script your objective, the approach, the tactical specifics from start to finish, and every significant intelligence about your competition. Build a mind map of your Big Tangible Picture. Then, focus on connecting every relevant point. Once the completeness of the Big Tangible Picture is assessed, the successful strategists usually understand their possibility of succeeding.
Do you know of an unique situation where an average leadership culture with Class A technology prevailed over exemplary leadership with Class C technology on the long run?
Analysis
In a competitive situation, the successful strategists understand that the cornerstone of any true blue strategic foundation is the leadership culture. Due to the attributes of trust, credibility, benevolence and unity, the organization with exemplary leadership and Class C technology usually prevails over those with flawed leadership and Class A technology.
Summary
Technology evolves. But exemplary leadership culture prevails by knowing when to adjust their settings.
Question of the Day What could be the prevailing factor what happens when both sides have a similar leadership culture and the similar technology?
The answer might not be in your copy of the Art of War.
The ultimate objective of this blog is to discuss the pertinent topics of global trends, strategy, leadership, problem solving and analysis, strategic innovation, technical collaboration and competition. Some of our older posts can be found at collaboration360.blogspot.com
If you are interested in knowing more about our strategic consulting services, please contact us atwww.formspring.me/Compass360CG
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