“If you know the enemy and know yourself, you need not fear the result of a hundred battles.”

“If you know the enemy and know yourself, you need not fear the result of a hundred battles.”

“You study the Path of Peace. I practice the Art of War. There are some congruities between these different approaches but there are many more differences, and they are significant. The Art of War is carried out on the battlefield with deadly weaponry and sometimes, more importantly, in other places and in other ways that you would find distasteful. If I speak little about my plans it's because the Art of War teaches that it is the business of a general to ensure secrecy. You might want to mollify or change my tactics or strategies to fit the morals of your peacetime world and I'd be shackled and hampered in seeing the victory won as it should be, as quickly as possible, with as little fighting as possible, and at the lowest cost possible. You cannot bear the consequences of battle and you don't know the resources required. I do.”

“The art of war is the art of deception.”

“The supreme art of war is to subdue the enemy without fighting.”

“O divine art of subtlety and secrecy! Through you we learn to be invisible, through you inaudible, and hence we can hold the enemy's fate in our hands.”

“The art of war is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.”

“5,6. The Moral Law causes the people to be in complete accord with their ruler, so that they will follow him regardless of their lives, undismayed by any danger.Excerpt From: Sunzi. “The Art of War.” iBooks. This material may be protected by copyright.”

“You must not fight too often with one enemy, or you will teach him all your art of war.”

“From the neck up is where you win or lose the battle. It's the art of war. You have to lock yourself in and strategise your mindset. That's why boxers go to training camps: to shut down the noise and really zone in.”

“If you know the enemy and know yourself, you need not fear the result of a hundred battles.”

“Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making.At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work.Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense.It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.”