The success of strategic investments depends largely on the subsequent moves of competitors.

Chess players realize that good strategic decisions require you to take into account the likely moves and counter-moves of other players.

The best business strategists must be skilled at predicting future rounds of competitive conduct.

A common mistake is to assume that all your strategic games are played against competitors and that there is always a winner and a loser. Many of your strategic decisions turn on the actions of other players in the market suppliers, distributors, providers of complementary goods – and "win-win" outcomes are attainable.

Textbook game theory commonly assumes that the players seek rational, profit-maximizing objectives. However, in real business games players often base decisions, at least in the short run, on criteria such as market share or growth.

Most business games are repeated, sequential games.

Although game theory can help you play your current game better, its greatest value often comes from helping players define new games.

– Games managers should play