3. What Is the Content of Game Thinking? 

Game-based thinking (BAAG) is a new way to understand business. It emphasizes dynamic value creation, human roles, and the constant evolution of the game space. While the model is still evolving, its core elements are already clear.

1. Role Strategies

• Individuals, teams, management, and customers are active players.

• Automation and algorithms can also participate in the game space dynamics.

• The movements of roles, not just products or market shares, determine value.

2. Game Space

• Encompasses building new markets, making changes, and retiring old ones.

• Boundaries are flexible and shift according to the game and environment.

• Focuses on dynamics: who attacks, defends, connects others, or creates new opportunities.

3. Value Chain and Dynamic Outputs

• Value emerges from ideas to execution through teamwork.

• Dynamic outputs change according to the game space and role interactions.

• Value measurement is possible using expected value (xV), not only market data.

4. Dynamics and Change Cycles

• Game cycles can be faster than market cycles.

• Companies must be able to react, adjust rules, and anticipate new opportunities.

5. Iteration and Learning

• The game model develops through practical application.

• Collaboration and shared experiences across organizations strengthen its practical benefits.

Summary

The game thinking complements rather than replaces traditional thinking.

• Traditional models provide predictability and structure.

• BAAG provides tools to manage dynamic, human-centered value creation.

• Companies can build the next S-curve, spot opportunities before markets emerge, and optimize roles and resources in a changing environment.