5. What Traditional Business Thinkers Need to Understand
Traditional business thinking often focuses on products, services, and markets. While it provides structure and predictability, it fails to explain value creation in dynamic, fast-changing environments. BAAG (Business-as-a-Game) offers a new, human-centered, and dynamic framework.
What Changes in Practice
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Markets no longer dictate everything: Speed of change, AI, platforms, and new roles make traditional market thinking a bottleneck.
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Value creation moves to the game space: Customers, teams, partners, and algorithms form a network where the market is only one view.
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Proactive and offensive strategy becomes key: Organizations need to adopt exploratory, learning, and dynamic modes of operation.
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New metrics are required: Traditional KPIs are insufficient. In a game space, you measure expectations, role impact, and transition success.
Practical Recommendations
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Map the game space: Identify key players, roles, and potential transitions to the next S-curve.
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Experiment with radical moves: Allow teams and customers to try new roles and resources.
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Measure dynamics: Use expectation values and in-game metrics instead of relying solely on market data.
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Iterate and learn: The game space constantly evolves; continuous learning is a strategic advantage.
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Encourage participation: The game model is not just for pioneers; it gives everyone in the organization a role in value creation.
Summary
Unlike traditional business thinking, BAAG emphasizes people, roles, and dynamics. It explains why markets may only be temporary and shows how real competitive advantage comes from mastering the game space and moving to the next growth S-curve.