A pioneering venture capitalist provides an actionable framework for founders and executives to create innovative, enduring companies built for growth and for societal good. The Milton Friedman philosophy that companies exist only to increase shareholder value is dead and buried. The old Silicon Valley tenets of "move fast and break things," minimum viable products, and hyper engagement at any cost must be replaced with new principles for an era of responsible innovation. We can no longer manage businesses solely for growth. With innovation comes responsibility: to generate returns beyond profits and to recenter technology as a force for good in the world. This requires a shift in the way organizations approach and value work. A company's mindset-its intent to do good, avoid harmful consequences, and innovate responsibly-is not enough. That mindset must be supported by a business model, a mechanism that leaders must intentionally and proactively build along with the company from the ground up, one that incentivizes and rewards the organization for fulfilling its intentions. Companies need a new set of KCIs, or key consequence indicators, that measure factors such as its impact on customers' energy consumption, whether its product is being used equally across socioeconomic groups, or if it is actually solving the social problem it is addressing. Not only is this the right thing to do-increasingly, it is what customers, employees, and shareholders demand of business. In this inspiring, practical, and actionable guide, Hemant Taneja: lays out the argument for why a new model of company building and leadership is necessary-and how it can lead to better performance explores why social-good businesses are some of the greatest opportunities today, detailing examples of billion-dollar startups that are addressing inequality, climate change, systemic societal problems, and chronic disease-all while generating profit and positive shareholder returns presents a topic-by-topic road map that addresses business models, artificial intelligence, ethical growth, culture, governance, and good citizenship Intended Consequences is designed as the ultimate playbook for founders, entrepreneurs, leadership teams, and investors on how to build and maintain a responsible innovation company.

In today's world, it's no longer enough to create great new products; rather companies now must create whole new categories that destroy old ones. Uber created a new personal transportation category and destroyed taxis and limos. Salesforce.com created a new category of cloud-base sales automation, dethroning the old CRM industry. Airbnb, Workday, Tesla and Netflix are all winning by creating entirely new business categories that destabilise old ones. The category is the new strategy. The conclusion: If you want to build a legendary company, you need to design and build a legendary category at the same time, and dominate it over time. Your company needs to be a Category King. And if you don't design a Category King, you're creating a failure. Drawing on examples from within and beyond our own practice, PLAY BIGGER shows both entrepreneurs and established enterprises how to define, develop and rule a category over time.

Praise for THE MAVERICK AND HIS MACHINE

"Like all great biographers, Kevin Maney gives us an engaging story and so much more. His fascinating and definitive book about IBM’s founder is replete with amazing revelations and character lessons that resonate today. Among the gems: how a demanding curmudgeon managed to shape a collaborative corporate culture–and create a legacy that changed the world."
–Rosabeth Moss Kanter
Harvard Business School, bestselling author of Evolve!
and When Giants Learn to Dance

"The gripping story of sky-high ambition, iron willpower, huge bet-the-company gambles, humiliating failure, and unparalleled success–one of the best books ever written about the technology industry, about one of the most fascinating people in twentieth-century America."
–Marc Andreessen
Cofounder of Opsware, Inc. and Netscape

"The story of Watson and IBM is a compelling–and, at times, cautionary–tale of a determined, charismatic, flawed, and ultimately successful leader. Anyone interested in the story of business in America, the birth of high-tech, or simply the rags-to-riches tale of one determined businessman should read this book."
–Robert M. Menschel
Senior Director, Goldman Sachs
author of Markets, Mobs, and Mayhem

"In an action-packed story that reads like a novel, Kevin Maney paints a convincing portrait of a man who, having been a convicted criminal, redeemed himself and reshaped the American business landscape. The career of Thomas Watson, the effective founder of IBM, is not only fascinating, but offers many critical lessons on management and personal conduct that remain extremely poignant today."
–Peter Krass
author of Carnegie

A Fresh and Important New Way to Understand Why We Buy
Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?
The answer lies in the ever-present tension between fidelity (the quality of a consumer's experience) and convenience (the ease of getting and paying for a product). In "Trade-Off, " Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience-between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity--it can't be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it's superconvenient. Products that are at one extreme or the other-those that are high in fidelity or high in convenience--tend to be successful. The things that fall into the middle--products or services that have moderate fidelity and convenience--fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other--fidelity or convenience--in shaping products and building brands.

"From the Hardcover edition."