Time to read: 2 minutes
Article at a glance:
- Redmond plays the infinite game – Instead of chasing short-term wins, we focus on long-term momentum, adaptability, and elevating the human experience.
- We operate differently – No rigid hierarchy, performance goals, or hustle culture; instead, we prioritize collaboration, shared leadership, continuous learning, and sustainable growth.
Success is about momentum, not metrics – Like a flywheel, we build lasting impact through consistent effort, valuing people over policies and progress over perfection.
At Redmond, we do things a little differently. No corporate ladder—just an upward spiral. No rigid job titles—just leaderful teams. No performance incentives—just the freedom to explore our 3 Circles.
To some, this might seem chaotic. Wouldn’t traditional corporate structures make things more predictable? Maybe. But it all depends on the game you’re playing.
We’ve chosen to play an infinite game.
Finite vs. Infinite Games
Simon Sinek’s book The Infinite Game lays it out:
- Finite games have clear rules, fixed players, and a definite end—like a football game, where the goal is to win.
- Infinite games have changing players, evolving rules, and no endpoint. The goal isn’t to win—it’s to keep playing for as long as possible.
Most companies operate with a finite mindset, prioritizing short-term wins. Redmond isn’t here to “win” the next quarter. We exist to elevate the human experience, and that’s a game with no finish line.
What an Infinite Mindset Looks Like at Redmond
- People Over Policies: We don’t rely on rigid rules. Instead, we use guiding principles that allow for flexibility, trust, and adaptability.
- Group Ownership Over Delegation: Instead of top-down delegation, we embrace shared responsibility. Everyone contributes where they’re strongest.
- Collaboration Over Competition: While many businesses encourage competition among their associates, we believe true collaboration multiplies impact. When we work together, we build something greater than any one individual could alone.
- Learning Over Certainty: We embrace ambiguity. True progress comes from navigating the unknown rather than following a rigid plan.
- Measuring Progress Differently: We don’t set performance targets or rigid goals. Instead, we focus on continuous improvement and evolving ideals.
People Over Policies
We don’t rely on rigid rules. Instead, we use guiding principles that allow for flexibility, trust, and adaptability.
Group Ownership Over Delegation
Instead of top-down delegation, we embrace shared responsibility. Everyone contributes where they’re strongest.
Collaboration Over Competition
While many businesses encourage competition among their associates, we believe true collaboration multiplies impact. When we work together, we build something greater than any one individual could alone.
Learning Over Certainty
We embrace ambiguity. True progress comes from navigating the unknown rather than following a rigid plan.
Measuring Progress Differently
We don’t set performance targets or rigid goals. Instead, we focus on continuous improvement and evolving ideals.
The Flywheel Effect: Why This Works
Think of a flywheel—at first, it takes effort to move. But with consistent momentum, it spins on its own. That’s how we approach business at Redmond. We don’t chase quick wins. We invest in people and ideas, knowing that real impact takes time.
Playing the Right Game
A finite mindset isn’t wrong—for some companies, it makes sense. But it’s not our game. We’re here to build something meaningful.
So, when people ask why we don’t have strict policies, performance reviews, or a traditional corporate structure, the answer is simple:
We’re not playing that game.
