The Game Plan

The Game Plan

Think of any game; there are rules, strategies, goals, scores, winners, losers – business is no different.

The Great Game of Business, by using the analogy of a game, helps get your team on the same playing field, allowing them to

  • understand the playing conditions;
  • focus on the goal, and
  • have the discipline to execute winning strategies.

Our game plan is simple:

When employees think, act and feel like owners; everybody wins.



Know and Teach the RulesEvery employee is given the measures of business success and taught to understand them

  • Business Transparency & Education: Opening the Books only works when people are taught to understand them, which is best done both formally and informally.
  • High Involvement Planning: When The Game is created with broad participation – specifically the people who are closest to the action and who understand the realities – it creates a level of commitment and alignment that just can’t be matched.
  • The Critical Number: This is the financial or operational number that defines winning. When correctly identified through High Involvement Planning, targeted and tied to a reward, the Critical Number becomes the focus of the Game for everyone in the organization.


Follow the Action & Keep Score - Every employee is expected and enabled to act on their knowledge to improve performance

  • Keep Score: There’s an old saying, “If you’re not keeping score, it’s only practice.” The objective of keeping score is to simply and consistently inform the players if they are winning or losing, and who is accountable.
  • Follow the Action: Huddles provide a rhythm of communication where everyone is kept informed, involved and engaged in moving the company forward.
  • Forward Forecasting: You can’t change history. Forecasting is the fundamental way GGOB companies communicate the numbers and create forward-looking, educational and results-oriented huddles.


Provide a Stake in the Outcome - Every employee has a direct stake in the company’s success

  • Rewards & Recognition: All who directly participate in strengthening the company likely do so because they have some form of a stake in the outcome. They come to work to win, because they know their work will result in significant reward, recognition and ownership in the outcome.
  • MiniGames: Short term, intensely focused, rapid improvement campaigns that affect a change, correct a weakness or pursue an opportunity. Like the big Game, there is a goal, a scoreboard and a reward for winning.
  • Ownership: Not all companies who play the Game can or will share equity, nor is it a guarantee of success. But getting employees to think and act like owners is one of the most powerful things any leader can do to create measurable and sustainable success in any organization.