So my suspicion is that it will be more important in the future than the past. Differentiation can be a loose baggy monster. How great leaders structure and manage the teams around them, Jossey-Bass, San Francisco CA, Lafley, A & Martin, R, (2012) Playing to win: How strategy really works, Harvard Business Review Press, Porter, M, 1996, ‘What is strategy?’, HBR, November, If you would like Right Lane to help your organisation work out where to play and how to win, contact Marc Levy: marc@rightlane.com.au.

Strategy can be simple, fun and effective and is founded on a set of five interrelated and powerful choices that positions an organization to win. Sign up to receive email notifications of upcoming events and insights and other highlights from Roger. SD: How did the approach of drawing on external innovation emerge? Can customers really trust Olay or Crest or Tide? You may opt-out by.

In the opening chapter, the book presents Olay as a strong win for P&G, through having transformed a struggling $800 million brand into “a $2.5 billion brand with high margins and a consumer base in the heart of the market” (p.14) That’s clearly a win in terms of shareholder capitalism. create maximum value – where I have chosen to focus my energies?’. And there are more.

Full newsletter here. These questions were popularised by North American strategy academic Roger Martin (2012). Roger received his BA from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981. ‘working hypotheses’ about where the organisation will compete and win – which customer groups, which products, which geographies? Accordingly ‘… the second part … captures the unique … combination of activities allowing that firm alone to deliver the customer value proposition.’, According to Porter, ‘Activity-system maps … show how a company’s strategic position is contained in a set of tailored activities designed to deliver it. How will we win there? We’ve found that being strategic about where and how an organisation competes – that is, its scope and differentiation – is a highly engaging and valuable precursor to strategic planning discussions about objectives, measures of success and initiatives. Instead of choosing one at the expense of the other, you generate a creative solution. Strategy can and should be simple, fun and effective. It has been very important to P&G’s performance. And it can be particularly challenging to have beneficial discussion about it in a workshop setting. Sport is simply a metaphor designed to help the reader relate and understand. It most obviously applies to a CEO. It doesn’t have to be so. And it can be particularly challenging to have beneficial discussion about it in a workshop setting.

How large a contribution has this made to P&G’s performance? While prevailing theory holds that stock-based compensation perfectly aligns corporate executives’ incentives with those of shareholders, it does the opposite. This is the only way that they can win sustainably – by winning the hearts and minds of consumers with a delightful offering.

After hanging around P&G for almost three decades, I have come to believe that there is real strength to promote-from-within.
Thanks for subscribing! Call us to book a speaking engagement or other services. Please check your email for further instructions. © 2020 Forbes Media LLC. Website by Department of Creative Affairs. – Where should we compete? that we only understand the world through metaphor: without a metaphor, we can’t understand anything. His newest book is When More is Not Better: Overcoming America’s Obsession with Economic Efficiency (Harvard Business Review Press, 2020). I have worked for 20 years on developing and honing a process that I call the Strategic Choice Structuring process that helps managers work together to make powerful choices. And Unilever A Star? I think it would be more accurate to say that P&G has always experimented and always will experiment with new channels and business models. Roger Martin: The combined contribution of the fashion and beauty industries and Hollywood to negative or problematic self-perceptions of female beauty is probably substantial. In 2013, I wrote a book called Playing to Win: How Strategy Really Works with P&G CEO A.G. Lafley, with whom I work closely, to clarify and simplify strategy to make it a powerful tool for managers. I consult with organizations around the world on leadership, innovation, management and business narrative. Something went wrong. We start with a discussion with the CEO regarding scope. Apple has one and P&G has many. Follow Steve Denning on Twitter @stevedenning, My book, "The Age of Agile" was published by HarperCollins in 2018 and was selected by the Financial Times as one of the best business books of 2018. The transformation of Olay turned it into the #1 brand in its market worldwide. But if you can give the mom both, you will have a more powerful brand.

Impact 50: Investors Seeking Profit — And Pushing For Change, Playing to Win: How Strategy Really Works. 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.

Dove (Unilever), with its campaign for real beauty, is one example. Roger Martin: Both approaches clearly work in the world of brands. Your solution contains elements of the individual models, but is superior to each. SD: How does this book relate to the advent of customer capitalism that you have written about before? SD: What constitutes a “win” for P&G? We would go so far as to say that every individual who wants to be effective needs to ask themselves: ‘where should I play within the confines of my job, and how should I win – i.e. As for the future, it is quite likely that the Connect +Develop ecosystem has not nearly matured yet. Should developing new platforms and business models be a larger part of P&G’s future? ‘The first is a statement of the customer value proposition. Roger Martin: For P&G, winning means more consumers loving and using its product than anybody else’s and that is the big win for Olay.

What is and will be our distinctive value proposition? So there is a bit of both for P&G. And it is now in the car wash business with its Mr. Clean-branded franchises. Advisory services and team workshops can also be booked with Roger. SD: What are the principal lessons from P&G’s experience that you see for other companies? For each dimension where are they now and do they think they should and could be in future – behind peers, meeting the market, ahead of peers or distinctive?
My book, "The Age of Agile" was published by HarperCollins in 2018 and was selected by the Financial Times as one of the best business books of 2018. There is lots of evidence (as Craig Wynett of P&G would explain to you!) All good things flow from delighting consumers. Armed with a definition of strategy as choice, the Strategy Choice Cascade and the Strategic Choice Structuring process, any manager in any organization can build powerful strategies. And I have never intimated that I don’t want shareholders to win. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford. Roger Martin: There are lots of obvious lessons – deep consumer understanding; dedication to intensive brand building; relentless investment in innovation; building of global scale – but I might focus on one that is not so obvious: the promote-from-within culture. I talked with Roger recently about his new book. We work with clients to elaborate the specific bases of differentiation derived from the previous exercise (the higher-order strategic themes) and then to identify the clusters of tightly linked activities that support them.

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