other is going bust. "It's a story about survival strategies - what it takes for a corporation to thrive when its environment is in flux" The wider context, though, reveals that this is very much a story about transition. It's a story about survival strategies - what it takes for a corporation to thrive when its environment is in flux. A peculiar hybrid of evolutionary biology and economic theory suggests three possible survival strategies. You can specialise, focusing intently on a single niche in which you have few, if any, direct competitors - and hope that the wider environmental changes don't destroy your specific niche. You can adapt rapidly, being an agile, flexible organism (or corporation) that deals with change well. Or you can simply be dominant - an apex predator, perhaps, a master of your food chain so utterly successful that even environmental change doesn't impact you unless it's really severe. One of the problems with corporate culture - not just in the games business, but across a whole range of industries - is that it's full of people who, when faced with a changing market, claim loudly that they're doing the second thing (adapting and being flexible) while really, in their heart of hearts, believing that they're in the third category - an apex predator which will survive this change through sheer inertia. Combine the arrogant, blustering personality so often demanded by market capitalism with the inflexible thinking fostered by MBA courses and the like, and such delusion