Another Man’s Game
In
real life, unlike in sports, the criteria for winning are decided while the
game is in play
I fell for the shoe-shine huckster on Bourbon
Street. I was young, and my wife and I were all dressed up. I could not
resist the challenge, called out loudly to me amidst a large audience: “I
bet I can tell you where you got your shoes!” I hesitated and replied,
“Okay, where?” Game over. He shouted “On your feet!” fell to his knees,
spat on my shoes (with disrespect), and began to shine them furiously. How
did I end up standing with my pretty young wife in the middle of a
laughing, halfdrunk mob – as a wiry man gave me an unwanted, overpriced
shoe shine? He seemed to know I was asking myself that question. Now with
some pity in his eyes, he looked up at me and said, “Never play another
man’s game.”
Since then I remind myself of his message often:
make sure you play the right game. Common sense, I know. Big men throw
shotput; tall women shoot hoops; smart folks solve equations; tight bodies
go to the beach. Of course we each try to play the right game – and the
same goes for companies. That is what “business strategy” is all about. But
sometimes the game being played is unclear, and then we risk losing by
playing the wrong game.
People and companies often lose by playing the
wrong game. This happens, for instance, when people fail to get a job.
Several rounds of interviews end up in disappointment, and then you find
out they were looking for someone with a sales background, or experience in
C++, or geographic flexibility, or fluent Mandarin, or whatever. At that
point, you probably wondered why they did not make their criteria clear in
the first place. The problem is that in real life competitions, unlike
board games or sports, the criteria for winning are often decided while the
game is being played. Inside the company, different people may favor hiring
different kinds of people for a given job, and that debate is often taking
place even as you are interviewing. Once the dust settles, you find out you
lost based on a criterion on which you never would have even tried to
compete. You lost the “metacompetition” – the competition over the game
being played. When you lose a metacompetition, you lose without ever really
competing – like the fool on Bourbon Street playing another man’s game.
Metacompetitions decide the fates of people and
companies all the time. If Facebook succeeds in a country, companies that
produce Facebook apps suddenly “win” access to that market;
metacompetitions between platforms determine the fates of applications. If
teaching comes to be valued more than research in a university, then
professors skilled at teaching rise in prominence; metacompetitions between
performance criteria determine professional status. When CDMA-based
technologies took off in the US, companies like QualComm that work on that
standard prospered; metacompetitions between standards decide the fates of
the firms that adopt (or reject) those standards.
When an oil spill raises concerns about the
environment, consumers favor businesses with good environmental records;
metacompetitions between beliefs determine the criteria we use to evaluate
whether a firm is “good.” If a particular organic foods certification
becomes important to consumers, companies with that certification are
favored; metacompetitions between certifications determines how the quality
of firms is measured.
In all these examples, you could be the very best
at what you do, but lose in the metacompetition over what criteria will
matter. On the other hand, you may win due to a metacompetition that
protects you from fierce rivals who play a different game.
Great leaders pay attention to metacompetition.
They advocate the game they play well, promoting criteria on which they
measure up. By contrast, many failed leaders work hard at being the best at
what they do, only to throw up their hands in dismay when they are not even
allowed to compete. These losers cannot understand why they lost, but they
have neglected a fundamental responsibility of leadership. It is not enough
to play your game well. In every market in every country, alternative “logics”
vie for prominence. Before you can win in competition, you must first win
the metacompetition over the game being played.CD
B y William Barnett CDET140314
William
Barnett is Thomas M. Siebel Professor of Business Leadership,
Strategy, and Organizations at the Stanford Graduate School of Business
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