This is an introductory presentation of the Chinese Strategic Thinking distilled from Sun Zi's Art of War and Gui Gu Zi's Strategic Alliance & Persuasion.
Dao · Shi · Shu · Qi · Fa
The Five Layers of Strategy
A Chinese Framework for Clear Thinking and Effective Action
Why Do Some Succeed While Others Struggle?
Same resources · different results
Same effort · different outcomes
The missing piece is not hard work or talent — it is strategic structure.
Knowing what to think about, and in what order.
Common Trap
Jump straight to action: “Which tool?” “What tactic?”
→ Skipping the foundation.
The Alternative
Ask in the right sequence:
Dao → Shi → Shu → Qi → Fa
The Five Layers of Strategy
| # | Layer | Core Question | In One Sentence |
|---|---|---|---|
| 1 | Dao | Why? What to become? How to act? | Mission (Why) · Vision (What to become) · Values (How to act) |
| 2 | Shi | When & where? | Timing, environment, trends, landscape |
| 3 | Shu | How? | Strategy, tactics, leadership |
| 4 | Qi | With what? | Tools, resources, platforms |
| 5 | Fa | How to use tools well? | Systems, processes, methods |
Dao— Mission · Vision · Values
šÆ Mission
Why do we exist?
The fundamental reason for being. The unchanging purpose.
Example: “Bring clean drinking water to every village.”
š️ Vision
What will we become?
The Mission projected into the future. The destination that drives strategy.
Example: “By 2030, become the most trusted water solutions provider globally.”
⚖️ Values
How will we act?
Guiding principles. The boundaries that govern decisions.
Example: “Integrity · Innovation · Customer First · Long-term Thinking”
š” How they relate:
Mission (Why) → Vision (What to become) → Drives Strategy (How to get there)
Vision is the bridge between Dao and Shu — it translates “why” into “where,” which guides “how.”
❌ “To make money” is not Dao.
✅ “Bring clean water to every village” is Mission · “Cover 10,000 villages by 2030” is Vision · “Integrity, quality first” are Values.
Shi— Timing & Environment
- š External environment
- ⏱️ Timing, trends, competitive landscape
- ⚖️ The balance of forces
Core Question:
“When and where should we act?”
Core Principles
- Assess before you act
- Follow the flow — don’t go against the current
- Create Shi when necessary
- Shi is interconnected
“The situation is stronger than the individual.”
Shu— Strategy & Tactics
- ♟️ Strategy and tactics
- šŗ️ The overall approach and specific moves
- šŖ Leadership qualities (wisdom, trust, courage, discipline)
Core Question:
“How do we get to the future described by our Vision?”
Core Principle
Do not demand from people abilities they do not naturally possess. Instead, adjust the Shi to inspire or supplement those abilities.
“Assign roles according to Shi, not blame afterward.”
Qi— Tools & Resources
- š§° Tools, resources, platforms, assets
- ⚙️ Hardware, software, people, capital
Core Question:
“What do we need to execute the strategy?”
Core Principle
Choose tools according to the situation. Do not blindly pursue the “best” or “newest.”
Startup buying enterprise tools? Wrong. Match Qi to Shi.
Fa— Systems & Methods
- š Methods, processes, systems, techniques
- š Standard operating procedures
- š Training, quality control, logistics
Core Question:
“How do we use these tools well?”
Two Core Principles
- š„ Execute with passion — commit fully
- š Adjust dynamically — observe and refine
Hammer without technique? Just a heavy object.
Action Sequence — From Mission to Results
→ What to become
⚠️ You cannot skip layers. Vision is the bridge between Dao and Shu — it translates “why” into “where,” which drives “how.”
Example — Opening a Coffee Shop
| Layer | Question | Answer |
|---|---|---|
| Dao | Mission · Vision · Values | Mission: “Create a third space for busy professionals to rest and connect.” Vision: “Become one of the top 5 most-loved specialty coffee shops in the city within three years.” Values: “Quality · Warmth · Community” |
| Shi | When & where? | “The neighborhood is gentrifying. No quiet workspace cafe exists yet. Timing is now.” |
| Shu | How? | “Position as a ‘work-friendly cafe.’ Offer fast WiFi, power outlets, quiet corners. Host monthly community events.” |
| Qi | With what? | “Espresso machine, comfortable furniture, skilled baristas.” |
| Fa | How to use tools? | “Training manual, opening/closing checklists, customer feedback system.” |
Vision (“top 5 in 3 years”) drives strategy (Shu) and resource allocation (Qi).
Eight Core Principles
Print this as a reference card.
Four Common Traps
1. Confusing method with purpose
Treating a tool or method as the goal itself. “We must follow UNCLOS even when it endangers our ships.”
2. Skipping layers
Jumping from Dao to Qi without assessing Shi or Shu. “We have a mission and we bought software. Why are we failing?”
3. Rigidity in a changing Shi
Using yesterday’s strategy for today. “But this is how we’ve always done it.”
4. Mistaking activity for progress
Busyness without strategy. Noise without signal.
Chess vs. Wei Qi (Go) — A Strategic Metaphor
♟️ Sun Zi
- Plays chess
- Defeating the enemy
- Direct & indirect attacks
- Winning decisive battles
- Tactical engagement
⚫ Gui Gu Zi
- Plays Wei Qi (Go)
- Shaping the environment
- Psychological maneuvering
- Winning through positioning
- Long-term influence
Sun Zi = battlefield strategy · Gui Gu Zi = influence strategy · Know which game you’re playing.
TRIZ Innovation Levels — A Surprising Parallel
| TRIZ Level | Type of Innovation | Corresponds to Our Layer |
|---|---|---|
| Level 1 | Simple improvement, parameter optimization | Qi, Fa |
| Level 2 | Minor improvement within industry | Shu |
| Level 3 | Fundamental improvement, borrowing from other industries | Shi |
| Level 4 | New principle, creating a new system | Dao + Shi (creating Shi) |
| Level 5 | Pioneering discovery, new scientific field | Dao (fundamental laws) |
77% of patents are Levels 1–2 (Qi, Fa, Shu). Only 4% are Level 4. <1% are Level 5.
Case Study — Singapore & the Strait of Hormuz
Situation:
Singapore refuses to negotiate for safe passage through the Strait of Hormuz, citing UNCLOS (international law).
| Layer | Assessment |
|---|---|
| Dao | Mission: Protect Singapore's ships and economy. Vision: Maintain global shipping hub status. Values: Uphold international law? ⚠️ Issue: Treating UNCLOS as an end, not a means. |
| Shi | Iran is in existential conflict. Survival mode ignores peacetime rules. |
| Shu | Public refusal sounds principled but loses flexibility. Wiser: public principle, private pragmatism. |
| Qi | UNCLOS is a tool, not a shield. Other tools: quiet diplomacy, economic leverage. |
| Fa | Separate public statements from private contingency plans. Have a crisis protocol. |
š” Real armor is being indispensable — too valuable to harm. That requires flexibility, not rigidity.
Does the Bible Teach This?
Not as a five-layer framework — but in a different register.
| Our Layer | Biblical Teaching | Scripture |
|---|---|---|
| Dao Mission·Vision·Values | Mission: Glorify God and enjoy Him forever Vision: God's kingdom fully come Values: Faith, hope, love | Proverbs 9:10 · Matthew 6:33 · 1 Corinthians 13:13 |
| Shi | Everything has its time; success depends on opportunity | Ecclesiastes 3:1; 9:11 |
| Shu | Count the cost before building; plan carefully | Luke 14:28-30 |
| Qi | Tools and resources are gifts from God | Exodus 31:3; Haggai 2:8 |
| Fa | Work with skill and diligence | Proverbs 18:9 |
Framework answers how to succeed · Biblical wisdom answers why success matters and what to do with it.
One-Page Reference — Dao · Shi · Shu · Qi · Fa
| Layer | Question | Core Idea | Key Principle |
|---|---|---|---|
| Dao | Why? What to become? How to act? | Mission (Why) Vision (What to become) Values (How to act) | Mission anchors purpose · Vision drives strategy · Values guard boundaries |
| Shi | When & where? | Timing, environment, trends | The situation is stronger than you |
| Shu | How? | Strategy, tactics, leadership | Assign roles according to Shi |
| Qi | With what? | Tools, resources, platforms | Match tools to the situation |
| Fa | How to use tools well? | Systems, processes, methods | Execute with passion; adjust dynamically |
Masters do not rely on persuasion, but on changing structures, leveraging momentum, and shifting the Shi.”— Zhang Yimin
Structure your thinking in five layers:
Dao (Mission·Vision·Values) as the anchor · Shi as the mirror · Shu as the path · Qi as the foundation · Fa as the hand
First establish your mission, then define your vision, then assess the situation.
Design strategy, equip with tools, establish systems, and execute with agility.
Thank You
Questions · Discussion · Application
Use the framework well.
The Chinese Version:
é · åæ · ęÆ · åØ · ę³
ęē„ęē»“äŗå±ę”ę¶
ęŗäŗäøå½å²å¦ · éēØäŗē°ä»£å³ē
äøŗä»ä¹ęäŗŗęå，ęäŗŗå“äø¾ę„ē»“č°？
ēøåčµęŗ · äøåē»ę
ēøååŖå · äøåē»å±
ē¼ŗēäøęÆåŖåęå¤©čµ —— čęÆ ęē„ē»ę。
ē„éčÆ„ę³ä»ä¹，仄å仄ä»ä¹é”ŗåŗå»ę³。
åøøč§é·é±
ē“ę„č·³å°č”åØ：“ēØä»ä¹å·„å
·？”“ēØä»ä¹ęęÆ？”
→ č·³čæę ¹åŗ。
ę£ē”®åę³
ęę£ē”®é”ŗåŗęé®：
é → åæ → ęÆ → åØ → ę³
äŗå±ę”ę¶éč§
| # | å±ę¬” | ę øåæé®é¢ | äøå„čÆč§£é |
|---|---|---|---|
| 1 | é | äøŗä»ä¹？ ęäøŗä»ä¹？ å¦ä½č”äŗ？ | ä½æå½（Why）· ęæęÆ（What to become）· ä»·å¼č§（How to act） |
| 2 | åæ | ä½ę¶ä½å°å？ | ę¶ęŗ、ēÆå¢、č¶åæ、ę ¼å± |
| 3 | ęÆ | ęä¹å？ | ęē„、ęęÆ、é¢åƼå |
| 4 | åØ | é ä»ä¹å？ | å·„å ·、čµęŗ、å¹³å° |
| 5 | ę³ | å¦ä½ēØå„½å·„å ·？ | å¶åŗ¦、ęµēØ、ę¹ę³ |
é— ä½æå½ · ęæęÆ · ä»·å¼č§
šÆ ä½æå½ (Mission)
äøŗä»ä¹ååØ？
ååØēę ¹ę¬ēē±，äøåēååæ。
ä¾：“让ęÆäøŖęåŗé½č½åäøå¹²åēę°“。”
š️ ęæęÆ (Vision)
č¦ęäøŗä»ä¹？
ä½æå½åØę¶é“ē»“åŗ¦äøēå ·č±”å，驱åØęē„ēę¹å。
ä¾：“å°2030幓，ęäøŗå Øēęåäæ”čµēåę°“č§£å³ę¹ę”ęä¾å。”
⚖️ ä»·å¼č§ (Values)
å¦ä½č”äŗ？
č”äøŗåå，å³ēēåŗēŗæ。
ä¾：“čÆäæ” · åę° · 客ę·ē¬¬äø · éæęäø»ä¹”
š” äøč ēå ³ē³»：
ä½æå½（Why）→ ęæęÆ（What to become）→ 驱åØ ęē„（How to get there）
ęæęÆęÆčæę„“é”äø“ęÆ”ēę”„ę¢ — å®ę“äøŗä»ä¹”č½¬åäøŗ“å»åŖé”，ä»čęåƼ“ęä¹å”。
❌ “äøŗäŗčµé±”äøęÆé。
✅ “让ęÆäøŖęåŗé½č½åäøå¹²åēę°“”ęÆä½æå½ · “å°2030幓č¦ē10000äøŖęåŗ”ęÆęæęÆ · “čÆäæ”、č“ØéäøŗꬔęÆä»·å¼č§。
åæ— ę¶ęŗäøēÆå¢
- š å¤éØēÆå¢
- ⏱️ ę¶ęŗ、č¶åæ、ē«äŗę ¼å±
- ⚖️ åéåƹęÆ
ę øåæé®é¢：
“ē°åØęÆä»ä¹ę¶ęŗ？åØåŖéå？”
ę øåæåå
- č”åØåå åę
- é”ŗåæčäøŗ —— äøéåæē”¬å¹²
- åæ č¦ę¶é åæ
- åæęÆēøäŗå ³čē
“å½¢åæęÆäŗŗå¼ŗ。”
ęÆ— ęē„äøęęÆ
- ♟️ ęē„äøęęÆ
- šŗ️ ę“ä½ę¹ę”äøå ·ä½ęę³
- šŖ é¢åƼē“ č“Ø（ęŗ、äæ”、ä»、å、äø„）
ę øåæé®é¢：
“ęä¹å»ęæęÆęčæ°ēé£äøŖęŖę„？”
ę øåæåå
äøčč“£äŗŗę²”ęēč½å，č鮓åæ”č½å¦ēå。
“äŗåä¾åæä»»äŗŗ，čéäŗåčæ½č“£。”
åØ— å·„å ·äøčµęŗ
- š§° å·„å ·、čµęŗ、å¹³å°、čµäŗ§
- ⚙️ ē”¬ä»¶、č½Æ件、äŗŗå、čµę¬
ę øåæé®é¢：
“éč¦ä»ä¹ę„ę§č”ęē„？”
ę øåæåå
ę ¹ę®å½¢åæéå·„å ·。äøč¦ē²ē®čæ½ę±“ę儽”ę“ęę°”。
åäøå ¬åøēØä¼äøēŗ§ę¹ę”？é。åØč¦é åæ。
ę³— å¶åŗ¦äøę¹ę³
- š ę¹ę³、ęµēØ、å¶åŗ¦、ęęÆ
- š ę åä½äøēØåŗ
- š å¹č®、åę§、åå¤
ę øåæé®é¢：
“å¦ä½ęå·„å ·ēØ儽？”
äø¤ę”ę øåæåå
- š„ ēåæę§č” —— å Øåæęå „
- š åØęč°ę“ —— ęē»č§åÆ，ēµę“»åŗå
ęé¤åäøä¼ę„？é£åŖęÆäøåé。
č”åØé”ŗåŗ：ä»ä½æå½å°ē»ę
→ ęäøŗä»ä¹
⚠️ äøč½č·³å±。ęæęÆęÆéäøęÆä¹é“ēę”„ę¢ —— å®ę“äøŗä»ä¹”č½¬åäøŗ“å»åŖé”，ä»č驱åØ“ęä¹å”。
äø¾ä¾ — å¼äø家åå”åŗ
| å±ę¬” | é®é¢ | åē |
|---|---|---|
| é | ä½æå½·ęæęÆ·ä»·å¼č§ | ä½æå½：“äøŗåæē¢ēäøēęęé äøäøŖč½ę¾ę¾、č½čæę„ēē¬¬äøē©ŗé“。” ęæęÆ：“äø幓å ęäøŗę¬åøęåäøēęę¬¢čæē5家ē²¾ååå”åŗä¹äø。” ä»·å¼č§：“åč“Ø · ęø©ę · ē¤¾åŗ” |
| åæ | ä½ę¶ä½å°？ | “č”åŗę£åØåēŗ§，čæę²”ęå®éēåå ¬ååå”åŗ。ē°åØę£ęÆę¶å。” |
| ęÆ | ęä¹å？ | “å®ä½äøŗ‘åå ¬å儽å’：é«éWiFi、ēµęŗ、å®éč§č½。ęÆęäø¾åē¤¾åŗę“»åØ。” |
| åØ | é ä»ä¹？ | “ęå¼åå”ęŗ、čéå®¶å ·、ēē»ēåå”åø。” |
| ę³ | å¦ä½ēØ儽？ | “å¹č®ęå、å¼å ³åŗęø å、客ę·åé¦ē³»ē»。” |
ęæęÆ（äø幓å ęäøŗęåę¬¢čæē5家ä¹äø）驱åØäŗęē„（ęÆ）åčµęŗéę©（åØ）。
å «ę”ę øåæåæę³
åÆęå°ä½äøŗåčå”。
å大åøøč§é·é±
1. ęę¹ę³å½ē®ē
ęå·„å ·ęę¹ę³ę¬čŗ«å½ęē®ę 。“åæ é”»éµå®UNCLOS，åŖęå±åę¬å½č¹åŖ。”
2. č·³čæå±ę¬”
ä»éē“ę„č·³å°åØ，äøå®”č§åæ、äøå®ęÆ。“ęęä½æå½，ä¹ä¹°äŗč½Æ件，äøŗä»ä¹čæå¤±č“„？”
3. åæåäŗ，å“ę»å®ę§ę³
ēØęØ天ēęē„åŗåƹä»å¤©。“ä½ä»„åäøē“ęÆčæę ·åēå。”
4. ęåæē¢å½čæę„
åŖęåæē¢，ę²”ęęē„。åŖęåŖ声，ę²”ęäæ”å·。
č±”ę£ vs å“ę£ —— ęē„éå»
♟️ åå
- äø č±”ę£
- å»č“„ęäŗŗ
- ę£å„ē»å
- ęå³čęå½¹
- ęęÆåƹę
⚫ é¬¼č°·å
- äø å“ę£
- å”é ēÆå¢
- åæēåå¼
- éčæåøå±åč
- éæęå½±å
åå = ęåŗęē„ · é¬¼č°·å = å½±åęē„ · é«ęē„éčŖå·±åØē©åŖēę£。
TRIZ åę°ēēŗ§ —— ęäŗŗēåƹåŗ
| TRIZ ēēŗ§ | åę°ē±»å | åƹåŗę们ēå±ę¬” |
|---|---|---|
| ē¬¬1ēŗ§ | ē®åę¹čæ，åę°ä¼å | åØ、ę³ |
| ē¬¬2ēŗ§ | č”äøå å°å¹ ę¹čæ | ęÆ |
| ē¬¬3ēŗ§ | ę ¹ę¬ę§ę¹čæ，č·Øč”äøåēØ | åæ |
| ē¬¬4ēŗ§ | ę°åē，åé ę°ē³»ē» | é + åæ（é åæ） |
| ē¬¬5ēŗ§ | å¼åę§åē°，ę°ē§å¦é¢å | é（ę ¹ę¬č§å¾） |
77% ēäøå©ęÆē¬¬1-2ēŗ§（åØ、ę³、ęÆ）。åŖę4%ęÆē¬¬4ēŗ§。<1%ęÆē¬¬5ēŗ§。
ę”ä¾ — ę°å å”äøéå°ęØå ¹ęµ·å³”
čęÆ：
ę°å å”ęē»å°±éå°ęØå ¹ęµ·å³”éč”ęčæč”č°å¤，ę“å¼UNCLOS（å½é ęµ·ę“ę³å ¬ēŗ¦）。
| å±ę¬” | åę |
|---|---|
| é | ä½æå½：äæę¤ę°å å”č¹åŖåē»ęµ。ęæęÆ：ē»“ęå
ØēčŖčæę¢ēŗ½å°ä½。ä»·å¼č§：éµå®å½é
ę³？ ⚠️ é®é¢：ęUNCLOSå½ē®ē，čéęꮵ。 |
| åæ | ä¼ęå¤äŗēåå²ēŖäø。ēåęØ”å¼äøäøä¼éµå®åå¹³ę¶ęēč§å。 |
| ęÆ | å ¬å¼ęē»å¬čµ·ę„ęåå，ä½å¤±å»ēµę“»ę§。ę“ęęŗ：å ¬å¼åå，ē§äøå”å®。 |
| åØ | UNCLOSęÆå·„å ·，äøęÆē¾ē。å ¶ä»å·„å ·：éé»å¤äŗ¤、ē»ęµę ę。 |
| ę³ | å ¬å¼å£°ęäøē§äøåŗę„é¢ę”åē¦»。ęå±ęŗå¤ēęµēØ。 |
š” ēę£ēēē²ęÆ “äøåÆęæ代” —— ä»·å¼å¤§å°ę²”äŗŗę¢åØ。čæéč¦ēµę“»ę§，čéåµå。
å£ē»ęē±»ä¼¼ēęåƼå？
äøęÆäŗå±ę”ę¶ —— ä½åØå¦äøäøŖē»“åŗ¦äøęäø°åÆēå®ēØęŗę §。
| ę们ēå±ę¬” | å£ē»ęåƼ | ē»ę |
|---|---|---|
| é ä½æå½·ęæęÆ·ä»·å¼č§ | ä½æå½：č£čē„并ę°øčæ仄ē„äøŗä¹ ęæęÆ：ē„ēå½å®å Øéäø“ ä»·å¼č§：äæ”、ę、ē± | ē®“čØ 9:10 · 马å¤Ŗē¦é³ 6:33 · å„ęå¤å书 13:13 |
| åæ | å”äŗé½ęå®ę¶，ęååØä¹ę¶ęŗ | ä¼ é书 3:1；9:11 |
| ęÆ | å č®”ē®ęę¬åå»ŗé ；åØåÆē¹å | č·Æå ē¦é³ 14:28-30 |
| åØ | å·„å ·åčµęŗęÆē„ēę©čµ | åŗååč®° 31:3；åčƄ书 2:8 |
| ę³ | ę®·å¤å·„ä½，ęå·§åØ“ē | ē®“čØ 18:9 |
ę”ę¶åē “å¦ä½” ęå · å£ē»åē “äøŗä½” ęåä»„å “ēØęååä»ä¹”。
äø锵åč —— é · åæ · ęÆ · åØ · ę³
| å±ę¬” | é®é¢ | ę øåæå 궵 | å ³é®åå |
|---|---|---|---|
| é | äøŗä»ä¹？ ęäøŗä»ä¹？ å¦ä½č”äŗ？ | ä½æå½（Why） ęæęÆ（What to become） ä»·å¼č§（How to act） | ä½æå½éå®ååæ · ęæęÆ驱åØęē„ · ä»·å¼č§å®ä½åŗēŗæ |
| åæ | ä½ę¶ä½å°？ | ę¶ęŗ、ēÆå¢、č¶åæ | å½¢åæęÆäŗŗå¼ŗ |
| ęÆ | ęä¹å？ | ęē„、ęęÆ、é¢åƼå | ē §åæä»»äŗŗ |
| åØ | é ä»ä¹？ | å·„å ·、čµęŗ、å¹³å° | ę ¹ę®å½¢åæéå·„å · |
| ę³ | å¦ä½ēØ儽？ | å¶åŗ¦、ęµēØ、ę¹ę³ | ēåæę§č”，åØęč°ę“ |
é«ęäøé čÆ“ę，čęÆę¹åē»ę、åå、č½¬åæ。”—— å¼ ēę°
ęęē»“åå±：
é（ä½æå½·ęæęÆ·ä»·å¼č§）äøŗé · åæ äøŗé · ęÆ äøŗå¾ · åØ äøŗč¶³ · ę³ äøŗę
å ē«ä½æå½，åå®ęæęÆ，ē¶åå®”č§å½¢åæ； å¶å®ęē„，é ē½®å·„å ·，å»ŗē«å¶åŗ¦，åØęę§č”。
č°¢č°¢
ęé® · č®Øč®ŗ · åŗēØ
åēØčæäøŖę”ę¶。
For more indepth study, see the following articles:
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- The Five Factors of Statecraft
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