Playing to Win by A. G. Lafley, Roger L. Martin Summary

Playing to Win by A.G. Lafley and Roger L. Martin outlines a proven strategic framework used to revitalize Procter & Gamble. It focuses on five core choices: defining a winning aspiration, selecting where to compete, determining how to win, building critical capabilities, and establishing supporting management systems. The book emphasizes actionable strategy over vague visions, using real-world examples to show how deliberate choices drive market leadership.

Business leaders, entrepreneurs, and strategists seeking a structured approach to decision-making will benefit from this book. It’s particularly valuable for those managing organizational transformations, developing competitive advantages, or navigating complex markets. The authors’ blend of academic rigor (Martin) and corporate expertise (Lafley) makes it accessible for both seasoned executives and newcomers to strategy.

The framework centers on answering:

1. Winning Aspiration: What does success look like?
2. Where to Play: Which markets or segments to target.
3. How to Win: Unique value propositions to outperform rivals.
4. Core Capabilities: Essential skills/resources to execute.
5. Management Systems: Structures/metrics to sustain strategy.

Unlike theoretical models, this book provides a step-by-step guide tested at P&G. It rejects generic "best practices," focusing instead on tailored, interconnected choices. The authors stress that strategy requires tough trade-offs (e.g., prioritizing specific markets) rather than vague goals. Case studies like Gillette and Olay illustrate practical application.

Yes. The principles are scalable—startups and SMEs can use the cascade to clarify niche markets, differentiate offerings, and allocate resources efficiently. For example, a local brand might focus on a specific geographic area (“where to play”) and compete via personalized service (“how to win”).

A winning aspiration is a precise definition of success beyond profitability, such as dominating a market segment or revolutionizing customer experiences. For P&G, this meant creating brands like Swiffer that redefined categories rather than incremental improvements.

The book highlights aligning capabilities and management systems with strategic choices. For instance, P&G invested in R&D and supply chain agility to support innovation-driven growth. Metrics and incentives are tailored to reinforce priorities, ensuring organizational buy-in.

Key examples include P&G’s turnaround of Olay (from low-end skincare to premium science-backed products) and Gillette’s dominance via continuous innovation. These illustrate how choosing the right battlegrounds and capabilities leads to sustainable wins.

Some argue the framework oversimplifies dynamic markets or underestimates rapid disruption. However, the authors counter that flexibility is built into iterative strategy refinement. The focus on rigorous choice-making remains relevant, even in fast-changing industries.

• “Strategy is choice.”
• “Where to play is as important as how to win.”
• “Winning requires making tough, integrated choices.”

These emphasize prioritization and alignment across all strategic decisions.

The principles remain vital amid AI disruption and global competition. For example, companies using the cascade can better navigate digital transformation by clearly defining their AI “how to win” (e.g., data-driven personalization) and investing in corresponding tech capabilities.

Yes. The Strategic Choice Structuring Process uses “what would have to be true?” scenarios to align teams. By testing assumptions behind each choice, leaders resolve disagreements objectively, ensuring strategies are logically cohesive and executable.