Many of you might have recently read or seen extracts from Simon Sinek’s new book on the Infinite Game. In it, he suggests that business leaders should stop focusing on short-term (finite) gains and instead focus on the long-term (infinite) game of the business. This is something I wholeheartedly agree with—but it’s nothing new as a concept.
When at school, I clearly remember learning about Japanese theory management and how, in Japan, people were more concerned with the long-term outcomes of what they did rather than the immediate short-term benefits. The challenge for leaders in the West today has become the fixation on short-term results. Public companies are measured by their 90 day success on the stock market. If the CEO fails to make the numbers, the stock price plummets. The result is that business leaders make decisions based on short-term success, rather than considering the longer-term consequences.
When leaders are always seeking to win the game, rather than acknowledge and appreciate that their decisions today have a ripple effect throughout society, the quality of their decision making can be significantly impaired.
That is why it was so heartening to see Paul Polman, former CEO of Unilever, stop publishing quarterly results back in 2010 and informing shareholders that “if they didn’t buy into this long-term value-creation model, which is equitable, which is shared, which is sustainable, then don’t put your money in our company.” Curiously, over the decade that Polman was at the helm, Unilever’s shareholder return has significantly outperformed the FTSE index. What Polman clearly understood was that if you are kind to the planet and the communities in which you operate, that long-term success is inevitable.
So, what exactly are the differences between a finite and infinite approach to business and life? In his book Finite and Infinite Games, the author James Carse identifies the difference as being:
- Finite games have a start and finish. They are played within a boundary. There are rules that shape the play on the field, and whoever is the most powerful at the end of the game wins.
In contrast:
- Infinite games are ongoing. There is no start and no finish. Once you enter an infinite game, the critical asset is endurance and resilience.
What can we learn from nature about having an infinite mindset?
Nature is always playing an infinite game—after all, it has been around for 3.8 billion years. In nature, if you don’t play the game and adapt, you die. Which is why we see so many species that have endured over time simply by adapting to the changing environments in which they find themselves. Contrast this with the abject failure of household brands such as Nokia, BlockBuster, and Kodak—all companies that failed to realise they were playing a long-term game, and so steadfastly resolved not to change and innovate as the environment and changing landscape shifted.
For leaders, really understanding that work is infinite can massively change your perspective on things. Just imagine, if you really appreciated that business was an infinite game, you would stop saying things like: “If I just stay late I’ll get caught up” (we all know that never happens!) or “If I just sacrifice seeing my kid’s event this evening, I’ll be in a better position for work tomorrow.” When we focus on work and business being an infinite game, we realise that it will never stop, there will always be something to do, a pivot to make, a promotion to plan.
The work will never stop—however, as leaders, what we can control is how we respond to this.
When leaders recognise that work is continually evolving (just like nature) and their job is just to harness and direct it in order to get the best overall outcome, it brings a degree of flexibility and freedom to the role. With an infinite mindset, leaders can build stronger, more innovative, more inspiring organisations that are committed to bringing meaning and contribution to their lives.
One of the first steps in creating an infinite business is to create a compelling purpose and vision, something that will make a real difference in the world and which will drive you forward on a daily basis.
Julia Felton (aka The Business Wrangler) is the founder of Business HorsePower. Business leaders, entrepreneurs and executives hire her to accelerate their business performance by harnessing the energy of their people to work more collaboratively together. By aligning purpose with actions the team achieves exponential results as everyone starts pulling in the same direction.
Julia believes that business is a force for good and through designing purpose-driven businesses that leverage the laws of nature, and the herd, you can create businesses founded on the principles of connection, collaboration and community that make a significant impact in the world.
