Redefining "Winning" in a Changing Business Landscape

In today’s rapidly changing world, the traditional concept of “winning” in business may no longer hold the same weight it once did. As a leader who has navigated the competitive realm of business, you’re familiar with the allure of striving for success, defined by P&L scores, tactics, and clear cause-and-effect correlations between efforts and outcomes. But what if the very nature of this competition is undergoing a transformation that challenges its conventional understanding?

Imagine yourself as a sprinter in a race—akin to Usain Bolt in the 100m dash. Before the era of organized competitions like the Olympics, running was simply that—running. No medals, no clocks, no sponsorships. Over time, these elements were added, creating a gamified version of a human endeavor.

Similarly, is the business landscape a construct we’ve shaped into a competitive game? As a CEO deeply entrenched in this environment, it’s easy to be immersed without questioning its nature. However, stepping back allows for a critical examination that reveals potential shortcomings.

Consider this: Who are your competitors? How do you define winners, losers, and those in between? What metrics determine the score, and over what timeframe? Reflect on the emotional, social, and intellectual challenges you face in this competition.

Delving into these questions might reveal discomfort. Uncovering the motivations driving your accomplishments can be unsettling, especially if it suggests an overemphasis on winning.

Reflecting on my own experience, achieving top honors at school was once my defining moment. Crossing that finish line ahead of others mattered most, yet today, that perspective has shifted.

However, the reality is that business isn’t a game in the literal sense. While this competitive mindset can be motivating, it comes with limitations. Recent events, such as the scrutiny faced by Amazon, exemplify this. Reports suggest regulatory interventions due to perceived unfair leveraging of success from one area to another.

For those with a competitive drive, it might be time to reconsider the unconscious game you’ve been part of. Here’s why:

Reason #1 - Tunnel Vision: A hyper-focus on familiar competitors might blind you to emerging substitutes playing different games in your industry.

Reason #2 - Lack of Innovation: Over-analyzing rivals may stifle creativity, leading to mimicry instead of originality.

Reason #3 - Short-Termism: The pursuit of immediate victories can overshadow long-term planning, neglecting sustainability goals critical for our planet’s future.

This shift in perspective challenges the traditional narrative of corporate success centered solely on profits. Regulations like Europe’s CSRD highlight the need for businesses to prioritize sustainability, signaling a departure from winner-takes-all mentalities.

As we navigate this new landscape, success is redefined beyond individual gains. Embracing the triple bottom line—Profits, Planet, and People—becomes paramount. This approach veers from conventional competitive strategies taught in business schools, emphasizing collaboration and shared success.

In a world grappling with existential threats like climate change, the old paradigm of cutthroat competition loses significance. Instead, a reimagined “winning” involves collective victories benefiting everyone.

In essence, by recalibrating one’s approach, it’s possible to “win” while contributing to a world where success isn’t a solitary pursuit but a shared achievement.

P.S. - Long-Term Strategy - Going away? Gone? Lost?...Or is it more important than ever?

You are concerned about the effect of short-termism on strategic planning. In your company/clients, it means the death of sustainable thinking. But being concerned is not enough. Skills matter more, and so does data and important insights you can use to move the needle. That's why we're sharing insights and replays on the JumpLeap Newsletter page.