Introduction
Introduction conomists have game theory. Biologists have the phylogenetic tree. Chem- ists have the periodic table of elements. Software developers have object- oriented programming. But for those whose work centers on strategy, E positioning, or some form of marketplace spin there is nothing. There is nothing for those whose jobs involve the pursuit of infl uence and, accordingly, the management of opinions, perceptions, behaviors, and decisions. There is no table of elements, per se, for this emerging class of free-form yet indispensable professionals I call playmakers. There are myriad principles, best practices, laws, rules, and admoni- tions in what amounts to vast collections of terms of art. But there is no science and no transforming framework to give these pursuits measure and meaning. The subject of this book, The Playmaker’s Standard, is the result of a painstaking effort to This new system takes the mystery out of the illustrate, describe, sort, classify, and name the cultish fascinations for word-of-mouth, buzz, fi rst generic set of unique moves that are made and spin and the guesswork out of the more by playmakers everywhere—the elements, if formalized but still murky best practices for building brands and managing reputations. you will, of strategy and the infl uence indus- tries. Based on more than a decade of fi eld tri- als and observation in the high technology industry, two years of literature review, and pilot programs with Fortune 500 companies, it gives a fresh foundation and lexi- con for the emerging discipline I call playmaking. It is the fi rst structured system for managing competitors, developing relationships, and creating and mobilizing coali- tions.
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