
Former P&G CEO Lafley and strategy guru Martin reveal the five-question framework that transformed global corporations. Wall Street Journal bestseller praised by Daniel Pink as "prime seats at the Super Bowl of strategy." What strategic choices separate winners from the merely competitive?
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In 2000, Procter & Gamble-the titan behind Tide, Pampers, and dozens of household staples-was hemorrhaging value. Stock prices plummeted, innovation stalled, and competitors were circling. Then came A.G. Lafley, a quiet executive who did something radical: he stopped trying to do everything. Instead, he asked five brutally simple questions that would transform P&G from a struggling giant into a $100 billion powerhouse. Within nine years, sales doubled and profits quadrupled. What were those questions? They form what's called the strategic choice cascade, and they've since reshaped how companies from Apple to Starbucks think about winning. This isn't abstract theory-it's a practical blueprint for making the hard choices that separate market leaders from also-rans. Here's the uncomfortable truth: most companies don't have strategies. They have visions, plans, and best practices-but not strategies. Real strategy means deliberately choosing different activities to create unique value. It means saying no to good opportunities so you can say yes to great ones.
Décomposez les idées clés de Playing to Win en points faciles à comprendre pour découvrir comment les équipes innovantes créent, collaborent et grandissent.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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