ppti.info Laws Playing To Win How Strategy Really Works Pdf


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Gary Lyon, Principal Consultant, Portage Solutions. Win (Harvard Business Review Press, ) by A. G. Lafley and R. Martin as one. What Lafley and Martin do in Playing to Win is to build upon the work of strategy gurus like Michael. Fee includes tuition, Playing to Win: How Strategy Really. Works ebook, The Playing to. Win Strategy Toolkit (a $ value), program materials and class-day . Download a FREE excerpt from Playing to Win: How Strategy Really Works, the strategy he'll use to restore P&G to its former dominance—read this book.

Playing To Win How Strategy Really Works Pdf

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Institute at the Rotman School of Management and co-author of. Playing to Win: How Strategy Really Works and the Playing to. Win Strategy. Editorial Reviews. Review. “One of the best books on Strategy is Roger Martin and A. G. Lafley's Playing to Win: How Strategy Really Works.” — TIME magazine. ppti.info: Playing to Win: How Strategy Really Works (): A. G. Lafley, Roger L. Martin, L.J. Ganser: Books.

It is written for anybody who needs to decide where to play and how to win. That really means pretty much anybody running any part of an organization — whether for-profit or not for profit.

It most obviously applies to a CEO. But anybody running a business unit, a brand or a function needs to think about strategy in a similar fashion.

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Roger Martin: The book is tightly tied to the idea of customer capitalism. The core premise of the book is that economic benefit will flow to shareholders only if the company chooses a clear set of customers to address and finds a way to create distinctive value for them.

All good things flow from delighting consumers. But they also want to feel a sense of pride in the way their baby looks in its diaper. But if you can give the mom both, you will have a more powerful brand. Can customers really trust Olay or Crest or Tide? Or would they have to know more about the company behind those brands and its values and how it operates?

Roger Martin: Both approaches clearly work in the world of brands. Remember, it is not how to win generally, but how to win within the chosen where-to-play domains.

Playing to Win.pdf - Rotman Executive Programs Playing to...

Michael Porter called it competitive advantage— the specific way a firm utilizes its advantages to create superior value for a consumer or a customer and in turn, superior returns for the firm. Great strategies allow a certain fit between the where-to-play and how-to-win choices that make the company stronger.

Core Capabilities Two questions flow from and support the heart of strategy: 1 what capabilities must be in place to win, and 2 what management systems are required to support the strategic choices? Management Systems The final strategic choice in the cascade focuses on management systems.

These are the systems that foster, support, and measure the strategy. To be truly effective, they must be purposefully designed to support the choices and capabilities. Summing Up [S]trategy is an iterative process in which all of the moving parts influence one another and must be taken into account together.

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The heart of strategy, according to Lafley and Martin, is deciding where to play and determining how you will win there. What business are you in? Many handheld phone manufacturers, for example, would say they are in the business of making smartphones. They would not likely say that they are in the business of connecting people and enabling communication any place, any time.

It is an eminently helpful guide to choice making, which is the most essential part of leadership. In a day and age when information and instant communication are relentless components of business and our lifestyle, A.

Lafley and Roger Martin suggest we take an important pause to actually question our strategic road maps and the associated plans we need in order to succeed in this marketplace. Today, Lafley consults on business and innovation strategy, advises on CEO succession and executive leadership development, and coaches experienced, new, and potential CEOs.

Product details File Size: February 5, Sold by: English ASIN: Enabled X-Ray: Is this feature helpful? Thank you for your feedback. Share your thoughts with other customers. Write a customer review. Read reviews that mention playing to win procter and gamble roger martin management systems proctor and gamble winning aspiration case studies michael porter oil of olay really works core capabilities competitive advantage peter drucker easy to read real world integrated set aspiration play logic flow set of five choices well written.

Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Kindle Edition Verified Purchase. Several times he talked about Playing to Win and he told us this book was a longer version of his classes; that;s why I picked it up, 2 years after graduating, but as hungry as usual.

Well, the title says it all. Determine a particular place and a determined way to win. And winning is translated about clear statements about an ideal future. Where will we play?

This are the sets of choices that narrow your competitive field. In which market, to which customers, through which channels, in which product categories and at which vertical stage. How will we win where we have chosen to play?

What will enable the company to create unique value to customers in a way that is distinct from competition. What capabilities must be in place to win? Foster, support and measure the strategy. Each category has depth and several layers. Is not as easy as it seems.

Moreover, the network the company has is complex and simple at the same time. So, what's important about where to play and how to win? What should be the framework?

The industry, attractiveness of segments. Customers, what do they value?

Relative position, how does your company fare regarding competition? Competition, what competition will do once you have chosen your course of action The strategy logic flow First you need to understand the industry attractiveness, this means segmentation and how attractive is each segment. Then we move to customer value analysis: Once we have a deep understanding of our customer we need to capture our relative position. What capabilities do we have in house and most importantly, how our costs looks like?

Now we go to Competitors analysis, is all about anticipating competitors reactions once we have started our strategy deployment.


Last but not least, our strategic choice. The book closes with many questions my favorite sort of book, open for you to sort it. Have you define winning and your winning inspirations?

Have you decided where can you play to win? Have you determined how will you win? Have you built your core capabilities to compete? Do your management systems and KPI's are ready to support the precious 4 pillars? Great companies do not become great by accident; they become great through the strategic choices they make. Great companies do not remain great by inertia; they remain great through the strategic choices they make.

With Lafley at the helm, it achieved the near impossible, growth at a pace rarely associated with mature, enormous firms. This book is about how a strong commitment to strategy, at every level, and in every part of the organization made this possible. Strategy is one of the most misused and misunderstood concepts in business.

Lafley cites ideas often mistaken for strategy. Strategy is certainly not leaving control to chance and watching what emerges. Strategy is not following best practices -sameness is not strategy, it is a recipe for mediocrity. Strongly committed to some of the principles espoused by Michael Porter and to using his terminology, Lafley and co-author, Professor Roger Martin, describe their playbook: In order to beat the competition, two key questions need to be answered.

However, they also identified a new set of customers, who had real growth potential, the thirty-five-plus age cohort that was beginning to notice their first lines and wrinkles.Its more do-it-yourself book for managers and leaders who find strategy intimidating.

I liked that the authors created a way to stay on track, and with a do-it-yourself approach. Natsai Mapasure. In the strategy and execution approach development of strategy and execution are in two different silos and the success of both strategy and execution together cannot be vouched for. To get the free app, enter your mobile phone number.

Playing To Win: How Strategy Really Works

It really is not at all about making a case. Now we go to Competitors analysis, is all about anticipating competitors reactions once we have started our strategy deployment. Strategy is not following best practices -sameness is not strategy, it is a recipe for mediocrity.

Lafley cites ideas often mistaken for strategy.

HILLARY from Arizona
Also read my other posts. I'm keen on skimboarding. I do relish reading books rigidly .