Question
One of the most innovative ideas presented in The Infinite Game is the concept of thinking in generations rather than quarters. This long-term perspective was exemplified by Victorinox Swiss Army knives. After their knives were banned from carry-on luggage post 9/11, instead of resorting to extreme cost-cutting and layoffs, they doubled down on product development. They leveraged their brand to venture into new markets such as travel gear and watches. This strategic shift not only diversified their product range but also doubled their revenues. This approach could be applied to other businesses facing similar existential challenges, encouraging them to think beyond immediate crises and plan for long-term sustainability and growth.
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After 9/11, Victorinox Swiss Army knives were banned from carry-on luggage, presenting an existential challenge to a company where knives accounted for 95% of sales. Instead of extreme cost-cutting and layoffs, they doubled down on product development to inspire their team to leverage the brand in new markets. Today, knives account for only 35% of sales. The company has doubled its revenues by venturing into travel gear, watches, etc. As its CEO Carl Elsener says, "We do not think in quarters. We think in generations".
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