The Infinite Game

Executive Summary:

Simon Sinek likens the business environment to playing a game.  Two business mindsets are presented - finite and infinite.  Finite players are reactive and myopic.  Infinite players are proactive, “big-picture” thinkers.  Topics discussed are purposeful workplaces, utilization of financial and human capital, ethics and rivalry, and critical disruption and leadership. 

Business Is A Game to Be Played Indefinitely

Simon Sinek gained inspiration for The Infinite Game from author and Professor, James P. Carse, who viewed the business world as if it were like playing a game, with clear winners and losers.  In the game of business, Sinek proposes a different perspective, one of two types of business players - infinite and finite.  Infinite players operate with the goal of remaining in the game indefinitely.   On the other hand, finite players are more concerned with meeting immediate benchmarks. Sinek presents an argument to persuade his audience into adopting an infinite mindset when playing in the game of business - not only for the sake of the organization, but for both the internal and external stakeholders as well.  Afterall, the ramifications of the choices made by business leaders have a ripple effect.

Without A Purpose, There is No Reason

Infinite businesses create broad, far-sighted goals, goals that won’t be realized for 20-40 years into the future.  They create a culture where purpose fuels their inspiration to dream big.  This purpose provides a Just Cause.  As Sinek states, it “is a specific vision of a future that does not exist yet.”  From a finite perspective, there may be a stated “purpose,” however, this isn’t the driving force of daily operations.  There is not an overarching purpose because their focus lies on achieving goals with a clear end in sight.  A Just Cause contains five elements that shape an organization’s operating structure:

1. Providing something optimistic and affirmative.

2. Creating a culture that is inclusive - where all members want to contribute.

3. A strong focus on service-oriented objectives.

4. Remaining resilient regardless of politics, technological advancements, and cultural changes.

5. Creating goals that are idealistic, far reaching, and unachievable.

In business, there are no guarantees.  However, without a Just Cause, there may not be a  future that spans generations.  Longevity and sustainability are lacking.  Ultimately, there isn't any reason to be in business at all without a Just Cause.

Corporate Social Responsibility and Trust

Sinek stresses the notion that businesses have an obligation to do the right thing for all, not just for the shareholders of the organization.  He notes, in today’s business culture, there is more pressure than ever to perpetuate the status quo instead of challenging it.  Unfortunately, this perspective does not allow a finite business to achieve its full potential.  For an infinite business, objectives center around advancing a cause greater than itself, protecting people, resources, and upholding integrity through accountability.  An infinite business respects that these objectives are the pillars of cultivating a culture of trust.  Without trust, there is neither allegiance from the laborers nor trust from the community that the business serves. 

Ethical Fading and Rivalry

Work culture plays a pivotal role in the perception of an organization from the public and its employees.   Ethical fading is a direct result of toxic work cultures.  When faced with unrealistic or unattainable goals, organizations are more inclined to perform unethical and sometimes, illegal, practices.  One of the main contributors to toxicity is the way an organization views competition.  For a finite player, competition needs to be eliminated.  Infinite players view competition as worthy rivals, a tool to expose their weakness which presents opportunities for development and innovation.  Instead of looking to beat the competition, infinite players excitedly invite it.  A noteworthy pitfall of focusing too intensely on working for the “cause,” may lead to something Sinek refers to as “Cause Blindness.”  Cause Blindness has the propensity to remove worthy rivals from the playing field which, in effect, hinders growth and may lead to their demise.  In addition, the removal of worthy rivals opens the door for other rivals to enter, creating a never-ending cycle of working to outsmart the competition instead of viewing them as a tool to advance the infinite players’ long-term growth.

Flexibility and Courage

It is no secret that business environments are dynamic.  Sinek points out that in order for businesses to survive unpredictable economic externalities, existential flexibility is necessary to fulfill a Just Cause.  Infinite players embrace the unknown and utilize these forces to be proactive in their strategies, whereas finite players stick to rigid structural procedures and demonstrate a reactive approach.  When enduring unfavorable market forces or technological advances, finite players attempt to match or out-do the competition. Sinek stresses the importance for more leaders to exemplify the courage to lead in taking risks, encouraging them to take risks that align with the vision of an unknown future.  The courage to lead has the ability to transform an entire organization, cultivate trust, and demonstrate integrity and accountability.  Sinek makes it clear that there is no perfect model for infinite business models.  He states that infinite business models are not a series of checklists to complete, but rather a mindset to develop.  Afterall, “the courage to lead begets the courage to lead.”