
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?
通过作者的声音感受这本书
将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
以有趣互动的方式享受这本书
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.
将《Playing to Win》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《Playing to Win》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《Playing to Win》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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