Consistency becomes more important than intensity.

What got us here won’t get us there, and knowing who our Worthy Rivals are is the best way to help us improve and adapt before it’s too late.

Wasting the will and resources needed to stay in the game, like America in Vietnam, Microsoft was in quagmire.

It takes Courageous Leadership to stay in the Infinite Game after you arrive at the top. To recognize that, regardless of how much success has been achieved, the Cause is infinite.

Racking up finite wins does not lead to something more infinite.

This is what "servant leadership" means. It means the pribenefit of the contributions flows downstream. In an mary organization where service orientation is lacking (or treated as a sideshow rather than the main event), the flow of benefits tends to go upstream instead. Investors invest with the primary intention of seeing a return before anyone

more structure is not the antidote to ethical fading. Process is great for managing a supply chain. Procedure helps improve manufacturing efficiencies. Ethical fading, however, is a people problem. And counterintuitive though it may seem, we need people—not paperwork, not training, not certifications—to fix people problems.

Having a rival worthy of comparison does not mean that their cause is moral, ethical or serves the greater good. It just means they excel at certain things and reveal to us where we can make improvements. The very manner in which they play the game can challenge us, inspire us or force us to improve.

The art of good leadership is the ability to look beyond the growth plan and the willingness to act prudently when something is not ready or not right, even if it means slowing things down.