The Infinite Game

by Simon Sinek

Bankruptcy is so often an act of suicide. When we look back at the decisions that put once successful companies on a path to bankruptcy, we discover an uncomfortably high number of leaders who were obsessed with the finite game. Their Cause abandoned, instead they are left desperately clinging to business models that may have helped them become successful but could not stand the test of time. In most cases, it’s not the “market conditions” or the “new technology” or any of the other stock reasons usually offered as explanations that are responsible for their company’s demise. It was the leaders’ inability to make the necessary Existential Flex that was the problem. If they had abandoned their Cause, they also abandoned the capacity to Flex. Call it “existential inflexibility.” At some point, every single organization will need to make a Flex. Though that need might not happen during one particular leader’s tenure, part of any leader’s responsibility is to build their organization with the capacity to exercise Existential Flexibility should they or their successors need to do so. That means adhering to the Just Cause as a guiding light and maintaining a culture rich with Trusting Teams.