How much do I want to read more? 7/10
It's good to see people steping back, and taking a global approach that embrace the world as a whole, and not only their person or their business.
Thinking long term, going beyond the short-term selfish vision.
This not only does help to set a stand out business, but also does help to think about a career that makes more sense and does not limit itself to earning a living.
WHY I WROTE THIS
We did big things because we felt like we were contributing to something bigger than ourselves, something with value that would last well beyond our own lifetimes.
For all its benefits, acting with an infinite, long-term view is not easy.
As human beings we are naturally inclined to seek out immediate solutions. We prioritize quick wins.
We tend to see the world in terms of successes and failures, winners and losers.
Great leaders are the ones who think beyond “short term”.
how do you win almost every battle, decimate your enemy and still lose the war?
Chapter 1: FINITE AND INFINITE GAMES
It was Carse’s book that first got me thinking beyond winning and losing.
The more I looked at our world through Carse’s lens of finite and infinite games, the more I started to see infinite games all around us.
No matter how successful we are in life, when we die, none of us will be declared the winner of life.
All these things are journeys, not events.
However, if we listen to the language of so many of our leaders today, it’s as if they don’t know the game in which they are playing.
When we lead with a finite mindset in an infinite game, it leads to all kinds of problems: decline of trust, cooperation and innovation.
The Infinite Game of Business
The game of business fits the very definition of an infinite game. We may not know all of the other players and new ones can join the game at any time. All the players determine their own strategies.
In a finite game, the game ends when its time is up.
In an infinite game, it’s the opposite. It is the game that lives on and it is the players whose time runs out.
the players simply drop out of the game when they run out of the will and resources to keep playing.
Which means, to succeed in the Infinite Game of business, we have to stop thinking about who wins or who’s the best and start thinking about how to build organizations that are strong enough and healthy enough to stay in the game for many generations to come.
A Tale of Two Players
At the Microsoft event, the majority of the presenters devoted a good portion of their presentations to talking about how they were going to beat Apple.
At the Apple event, 100 percent of the presenters spent 100 percent of their time talking about how Apple was trying to help teachers teach and help students learn.
obsessed with beating their competition VS obsessed with advancing a cause.
I spoke at Microsoft and they gave me their new Zune, and I have to tell you, it is SO MUCH BETTER than your iPod touch.
The executive looked at me, smiled, and replied, “I have no doubt.”
Although I didn’t know it at the time, his response was consistent with that of a leader with an infinite mindset.
The Benefits of an Infinite Mindset
The true value of an organization is measured by the desire others have to contribute to that organization’s ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.
Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes products that people want to buy.
The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them.
To ask, “What’s best for me” is finite thinking. To ask, “What’s best for us” is infinite thinking.
A company built for the Infinite Game doesn’t think of itself alone. It considers the impact of its decisions on its people, its community, the economy, the country and the world.
George Eastman, the founder of Kodak, was devoted to his vision of making photography easy and accessible to everyone.
Because they are playing with an end point in mind, Carse tells us, finite-minded players do not like surprises and fear any kind of disruption.
Apple weren’t trying to outdo Microsoft; Apple was trying to outdo itself.
a more infinite vision of the future that benefits everyone.
The finite goals become the markers of progress toward that vision.
An infinite-minded leader does not simply want to build a company that can weather change but one that can be transformed by it. They want to build a company that embraces surprises and adapts with them.