Playing the infinite game: How to create a mission that transcends
- Laura Mata
- Apr 7
- 2 min read
Most companies think in the short term. They focus on gaining market share, beating the competition, and growing their numbers quarter by quarter.
But the companies that truly transcend don’t play to win. They play to keep playing.
When the product becomes an anchor
History is full of companies that died because they clung too tightly to what they did, instead of asking why they did it.
Kodak didn’t understand that its mission wasn’t about cameras — it was about capturing memories.
Garmin didn’t see that its business wasn’t GPS devices — it was navigation.
Encyclopedia Britannica tried to compete with Wikipedia by releasing a digital version… with the same editorial model and premium pricing. It didn’t realize its business wasn’t books — it was the creation and distribution of knowledge.
This is the Tether Effect: the tendency to cling to the familiar, even when it’s no longer relevant.
This is what leads companies to define themselves by their product rather than their purpose. And when the market changes, the product is no longer enough.
The danger of defining yourself by what you sell
When a company defines itself by its product, it becomes a prisoner of it.
When a company defines itself by its mission, it gains the freedom to evolve.
Apple stopped being a computer company years ago.
Today it sells technology, services, content, and experiences — but everything revolves around the same mission: challenging the status quo and empowering creativity.
Disney is not a movie company.
It’s a storytelling company that creates magical worlds, no matter the format.
Companies that play the infinite game know their mission is bigger than their product.
Growth is not a purpose
Growth is the result of doing things right — not the reason to do them.
Companies that make growth their only goal end up making short-term decisions that sacrifice their future.
Purpose is the compass. Impeccable execution is the vehicle.
Growth follows as a consequence.
How to build a mission that truly guides your organization
It’s not enough to write an inspiring sentence and hang it on the wall.
A powerful mission must meet three criteria:
It must be aspirational, yet tangible
It can’t just be a beautiful set of words. It should be something everyone in the organization can visualize and connect to their daily work.
It must serve as a decision-making filter
When new opportunities arise, the question should be: Does this bring us closer to our mission, or further away? If the answer isn’t clear, your mission isn’t well defined.
It must be big enough to transcend your current products
If your mission only makes sense with what you sell today, you’re trapped in a finite game.
Will your company survive when its product is no longer relevant?
When the market changes — because it will — will you be able to adapt, or will you be tied to what once worked?
The companies that transcend are the ones that understand that their true business is not what they sell — but the impact they create.
At Trascend, we help organizations design operating models that reflect their mission —
and allow them to play the infinite game.
Reach out today, and let’s discover how to take your company to the next level.
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