A discussion on the 'seeking life within death' type of sustainability.

The Tarot card 'The Sun' suggests not only 'completion' but also a 'perfect death (brought about by the stagnation that follows the end of effort).' In a sense, this is a more terrifying conclusion than the 'cycle of destruction and rebirth' implied by 'Death.' Information theory, which originally began as a technology for shooting down bombers, viewed 'analysis completion, where the amount of information becomes zero' as a rather ominous image: 'all that's left is to fire the autocannons or anti-aircraft guns.' But what if all the calculations leading to that point were a trap?

When it comes to air combat during World War II, there are the air combat chronicles of Martin Caidin, who himself flew a P-38 Lightning and survived near-death experiences. As a child, I used to read them while assembling plastic models of military aircraft, and there was a passage like this: 'If you think an enemy plane is turning right but it turns left, if you think it's climbing but it dives, if you think it's accelerating but it slows down, you are already dead at that point.' Looking at battlefield photos from that time, many anti-aircraft guns and rocket launchers were vehicle-mounted, but that is because if you fail the first strike, you become the one being hunted.

If we focus on the 'sure-kill formation' itself, Kamo no Chomei's 'Hojoki' is quite something. First, he describes the misery of disasters, famines, and the failure of the relocation to Fukuhara in minute detail to make the reader sever their attachment to this world, then immediately instills the splendor of a minimalist life of seclusion, and finally, slowly delivers the line, 'However, attachment to that also hinders rebirth.' It is a perfect encirclement and annihilation tactic, much like the Battle of Cannae (216 BC)...

It is those who have overcome such 'lethal intent' who are the executives that rebuilt large companies that were deemed in 'The Innovator's Dilemma' to 'inevitably perish because they cannot commit to disruptive innovation as a self-evident case.' For example, the development of the next-generation system HANA by SAP founder Hasso Plattner. Because their own R/3 environment was chosen as the ERP industry standard, the motivation for starting it was actually the fear that 'if I mess this up, this is the end for our company.' Or consider the introduction of open systems by IBM President Louis Gerstner. I also had a period where I worked as a service engineer for the PC-9800 series, so I can easily imagine it, but it was a magnificent display of skill for the president himself to declare, 'What customers want to hear is not that we cannot guarantee connectivity with other companies' products,' and to make all employees resolve themselves. It seems these two companies are not at the pinnacle of the world's Sustainability Solutions Suppliers group for nothing.

That makes for just under 1000 characters so far. The production note-style summary is as follows.

With that in mind, more to follow...