The dreams-that-never-come-true strategy: developing high-level aspiration and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember, to create real value, you must choose to serve some constituents really well and not worry about the others. The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. The Waterloo strategy: starting wars on multiple fronts with multiple competitors at the same time.
Pick somewhere you can have a chance to win. The Don Quixote strategy: attacking competitive “walled cities” or taking on the strongest competitor first, head-to-head. The do-it-all strategy: failing to make choices and making everything a priority.
Lafley pinpoint some of the typical strategy traps: In his classic work on strategy – and one of my all-time favorite books on the topic - “ Playing to Win” Roger Martin and his co-author Procter & Gamble's A.G. Typically, companies fall into the trap of not making deliberate choices as they evolve and consequently ending up trying to be everything for everybody – a strategy that seldom works in real life. Yes, they do have some sort of strategy and plan in place, but when cornered they cannot express their company’s purpose and how they create something unique for their customers: Where they are Playing and How they are Winning. The most successful of these have a very clear purpose as well as a clear value proposition to their customers. Including some of the world’s leading companies within their field as well as newly established scale-ups, which are still evolving as a business.
Playing to win donkeykong how to#
Whether you are a big or small business, you still need to decide Where to Play and How to Win.Īs a management consultant and executive coach, I have worked with many organizations over the past 20 years.
0 kommentar(er)
