In business and in life, we tend to address problems in the manner we’ve been taught, failing to see adjacent opportunities and unconventional pairings. Consider how we have “the way” we do things: the way we make pasta, the way we use a hammer, the way we deal with our day-to-day problems. On the one hand, this keeps us focused — it gives us a mental script to follow. On the other hand, it limits our ability to see beyond the default. Piggybacks — tactics that capitalize on pre-existing but seemingly unrelated systems and networks — can help organizations create entirely new businesses, diversify sources of revenue, improve products’ appeal, and increase exposure. The author offers examples of how organizations, ranging from small nonprofits to big corporations, are employing this tactic.