The idea of play may appear ill-suited to the business environment. After all, business is a serious endeavor, and the pursuit of efficiency and rationality seems at odds with notions of play. Architects and designers may play - but strategists? Yet the single-minded pursuit of efficiency and optimization can leave little room for the emergence of new possibilities, a situation that in the long run may cost organizations far more than some "waste" in the name of play. Play invokes a number of themes that we have already touched upon: play is social, involving collaboration (or competition), it is iterative and improvisational, open to surprise and unexpected opportunities. Play is also manifestly experiential. To play is to try, to do something, not merely to think about it. With many strategy-making activities primarily cognitive, play does us the great service of calling attention to the value of the experiment, the willingness to forfeit certainty in the name of learning.