![[GAME3/images/GAME3 Design.png]] ## Mastering the ever faster evolution of products and services The time between the emergence of new technologies and their impact on a company is getting shorter and shorter. Enterprises have only just understood how they can use the possibilities of blockchains, when new AI models show us completely unknown potential for our services and products. What happens today in a few years took decades 100 years ago. In addition, our companies must adapt to the escalating crises in the world. Customer expectations are rising and rising. Repetitive work is disappearing, while enterprises are desperately looking for talent with high adaptability and comprehensive skills. The accelerated development of digital products and services triggered the Agile movement over 20 years ago. Frameworks and methods such as [Scrum](Scrum.md) and [[eXtreme Programming]] initially helped software teams to adapt to their rapidly changing environment. But even when Scrum is being scaled in the organization with frameworks such as [[Scrum]], [[LeSS]] or [[Scrum@Scale]]. The areas usually remain highly isolated. They simply do not seem to be compatible with the standard business of the company. At best, they are still considered strange eccentrics. In the worst case, they have pushed the boundaries of the silos in the organization to such an extent that only open wounds have been left. We are also seeing more and more companies backing away from “Big Agile” after trying it out. Simply because it didn’t work. According to our observations, the problem was not that these Agile methods were not effective. Many, many examples have shown that they are. They simply could not thrive because the lack of a compatible operational system for the entire company. These operational system need to evolve with the enterprise and integrate the principle common with those Agile frameworks and methods. Agile is not dead. Following the logic of evolution, the demand for more agility is even higher than in 1986, when Hirotaka Takeuchi and Ikujiro Nonaka published [[The New New Product Development Game]]. An article that fundamentally influenced the Agile movement. However, it is now time to extend this agility to the entire company with **The New New Enterprise Game.** This new game consists of 3 fundamental pillars: 1. A [[GAME3 System|comprehensive game system]] designed for the entire enterprise. This system presents an agile leadership model that is yet stable and self-regulating, while maintaining maximum adaptability. 2. A concise yet detailed set of [[GAME3 Rules|rules for the game]] that are universally applicable across the enterprise. These rules extend beyond ambiguous values and principles, establishing a clear operational framework for the entire workforce. 3. A constantly adapting [[GAME3 Strategy|strategy for the evolution]] of products and services in interplay with the work system to ensure that the enterprise remains competitive. The journey ahead is both challenging and exciting, with many opportunities for innovation, growth and change. By internalizing the building blocks of the “New New Enterprise Game”, your company can thrive in an ever-evolving world and turn potential disruptions into a powerful force of progress. We [[Andreas Schliep]] and [[Peter Beck]] call this game simply [[GAME3]]. Stay tuned fore more details on these building blocks. The future belongs to those who are willing to play and not just watch the game.