Introduction Play #1 Play #2 Play #3 Play #4 Play #5 From: To: Growth potential:* Extracting incremental Driving exponential growth by finding more likely to achieve the growth from existing creative new applications for technology 32% highest levels of revenue technology and talent and talent outside of industry norms growth from new ventures more likely to achieve 29% the highest levels of speed-to-market Companies often define themselves by their industry, drawing themselves as competition not just for taxis, but for any point-to-point comparisons with peers pursuing similar goals or taking pride movement of people and goods. in being labeled an “industry leader.” As intelligence broadens the By connecting their deeper understanding of customers’ lives to potential value brands can deliver, and as customers increasingly potential new uses for talent and technology, companies can expand permit brands to play different roles in their lives, it has never been beyond the boundaries of their traditional industry and into a broader a better time to shed the boundaries of industry and find new, ecosystem of meeting people’s needs. It’s not just a technology creative ways to apply technology and talent to solve new problems. update; it’s an entire mindset makeover, one that brings creativity into Consider the case of ride-sharing apps that expanded from the boardroom to seize opportunities for value creation, growth and connecting people with cars to offering scooters, motorbikes, relevance in the process. bicycles, food deliveries, product orders and more. They saw * Based on our analysis of survey data from companies in our study that our model determined were focused on this play. The life centricity playbook 16