The biggest idea in the book is the notion of looking at business and life as an infinite game. Not a game to be played to win, but a game that is played for the sheer objective of staying in the game.
The goal of business is to keep playing ⇒ so “success” = building an organization that is strong enough and healthy enough (i.e. it has the will + resources) to stay in the game forever.
There are finite games and infinite games.
When players are both competing at the same finite or infinite game, the game is stable. When there is an opposition, the finite player will burn though resources and willpower to compete and the infinite player will just be playing the game.
The business environment is continuously evolving with the introduction of new products and services. In some cases, we hail disruption as groundbreaking, incredible or the product of genius. In others, we perceive it as ominous or threatening.
However, it’s not circumstances that cement the legacy of a company but rather how that company manages them. We define disruption — and what it yields is up to us.
A business model shift is a deliberate and systematic move toward more relevance and value for customers, and as a result growth of your organization. Business model shift can reflect bold moves into wholly new business models.
But more often, shifts start as small moves inside an existing business model that evolve into entirely new ways of creating value and relevance.
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