
"Play Bigger" reveals how visionary companies create and dominate entirely new market categories. This 2016 business manifesto introduced the revolutionary concept of "category kings" like Uber and Amazon, transforming how entrepreneurs approach innovation. Why compete when you could redefine the game itself?
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Here's a puzzle that haunts business strategy: Bill Gates introduced the Tablet PC in 2002, predicting it would dominate computing within five years. It flopped. Eight years later, Steve Jobs unveiled the iPad, which generated $10 billion in its first year. Same concept, radically different outcomes. The difference wasn't superior engineering or sleeker design-it was category design. Gates tried cramming Windows into a new shape. Jobs created an entirely new problem-solution pairing that consumers didn't know they needed. This pattern repeats endlessly across markets: category kings don't just win, they capture 76% of their market's total value while competitors scramble for scraps. Google owns search. Facebook dominates social networking. Apple claims 93% of smartphone profits despite holding less than 20% market share. The spoils don't go to the best product-they go to whoever defines the category itself.
Décomposez les idées clés de Play Bigger en points faciles à comprendre pour découvrir comment les équipes innovantes créent, collaborent et grandissent.
Condensez Play Bigger en indices de mémoire rapides mettant en évidence les principes clés de franchise, de travail d'équipe et de résilience créative.

Découvrez Play Bigger à travers des récits vivants qui transforment les leçons d'innovation en moments mémorables et applicables.
Posez n'importe quelle question, choisissez la voix et co-créez des idées qui résonnent vraiment avec vous.

Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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