Playing To Win: How Strategy Really Works

Playing to Win: How Strategy Really Works
Featuring Roger Martin, Director of the Martin Prosperity

Institute at the Rotman School of Management and co-author of
Playing to Win: How Strategy Really Works and the Playing to
Win Strategy Toolkit.
NOVEMBER 25, 2014
Sponsored by
Questions?
To ask a question
click on the
question icon in
the lower-right
corner of your
screen.
OCTOBER 17, 2012
Presentation Download Link

Clickonthedouble
linksiconhereto
downloadthe
presentation
materials.
OCTOBER 17, 2012
Follow the Conversation on Twitter
Use #HBRwebinar
@HBRExchange
NOVEMBER 25, 2014
Playing to Win: How Strategy Really Works

Todays Speaker
Roger Martin, Director of the Martin

Prosperity Institute at the Rotman School of
Management and co-author of Playing to
Win: How Strategy Really Works and the
Playing to Win Strategy Toolkit.
NOVEMBER 25, 2014
@HBRExchange | #HBRwebinar
The Playing to Win Strategy Toolkit
EverythingYouNeedforaWinningStrategy
NOVEMBER 25, 2014
DownloadToday:
https://hbr.org/product/playingtowin
strategytoolkit/PTWTL1KNDENG
How Strategy Really Works

Harvard Business Review Webinar
Roger L. Martin
November 25, 2014
Copyright 2014 A.G. Lafley, Roger L. Martin, and Jennifer Riel. Copying or posting is an infringement of copyright.
Overview of Playing to Win

#1 Strategy is about making choices.
#2 Strategy is about increasing our odds
of success, not guaranteeing it.
#3 Strategy making combines rigor and
creativity.
#1
Strategy Is About
Making Choices
To win, a company must choose to do some
things and not others.
#2
Strategy Is About
Increasing the Odds
of Success
There is no such thing as a PERFECT strategy.
10
#3
Successful Strategy
Making Combines
Rigor and Creativity
Strategy should be creative and scientific
it involves generating and testing hypotheses.
11
Strategy Choice Making

Problem
Possibility 1
Possibility 2
Possibility 3
Specify Conditions
Test
Choose
12
Strategy Is the Answer to

Five Questions
What is our
winning
aspiration?
Where will
we play?
How will
we win?
What
capabilities
must we
have?
What
management
systems do
we need?
13
The Strategy Cascade

What is our
winning
aspiration?
What does it mean to win in our

business?
Where will
we play?
How will
we win?
What
capabilities
must we
have?
What
management
systems do
we need?
14
What Is Our Winning Aspiration?

A winning aspiration is a future-oriented statement
about the guiding purpose of the organization:
What does our organization exist to do?
What does winning mean for us?
15
Playing to Win versus Playing to Play

PLAYING TO WIN
PLAYING TO PLAY
Starts with people rather

than moneywhat does
it mean to win with our
customers?
Doesnt have a winning

element but focuses on
simply serving a
customer segment
Has a competitive
dimensionwho are we
winning against?
Is focused on an internal
metric, such as Well
sell 25% more than we
did last year
16

What is our
winning
aspiration?
Where do we compete?
Where will
we play?
Which customer segments, channels,

product categories, and geographies
do we serve?
How will
we win?
What
capabilities
must we
have?
What
management
systems do
we need?
17
Where Will We Play?

This choice defines the playing field on which we choose
to compete:
Customer segment
Distribution channel
Product or service
Geography
Stage of production
It is also about where NOT to play.
18

What is our
winning
aspiration?
Where will
we play?
How will
we win?
What is our competitive

advantage?
What
capabilities
must we
have?
Do we compete on low
cost or differentiation?
What
management
systems do
we need?
19
How Will We Win?

This choice is about how we will win on the playing
field weve chosen.
What is our competitive advantage?
20
The Two Fundamental Ways to Win
LOW COST
Seek systemic understanding

of cost drivers
Relentlessly drive costs
down
Sacrifice nonconforming
customers
Sustainable
Competitive
Advantage
DIFFERENTIATION
Strive for deep

understanding of
customers needs
Offer products that
customers adore
Guard customers
jealously
Offer standard product or

service
21

What is our
winning
aspiration?
Where will
we play?
How will
we win?
What specific capabilities

support our competitive
advantage?
What
capabilities
must we
have?
What do we need to be
really great at doing?
What
management
systems do
we need?
22
Which Capabilities Must We Have?

Capabilities are the activities that enable our organization
to bring the where-to-play and how-to-win choices to life.
23

What is our
winning
aspiration?
Where will
we play?
How will
we win?
What systems support our

capabilities?
What
capabilities
must we
have?
How do we measure the

success of our strategy?
What
management
systems do
we need?
24
What Management Systems

Do We Need?
Management systems are the processes, structures,
and rules that build our capabilities and that reinforce
and measure our organizations strategic choices.
25

What is our
winning
aspiration?
Where will
we play?
How will
we win?
What
capabilities
must we
have?
What
management
systems do
we need?
26
EXAMPLE FROM P&G
Oil of Olay
27
OIL OF OLAY
Old Strategy: Playing to Play

What is our
winning
aspiration?
To play in the global skin-care category

To turn from a shrinking position to a growing one, improving from
$750 million in sales
Where will
we play?
Customers: Women ages 50 and older

Channel: Sold through discount retailers, grocery, and drugstores
Product: Low-price skin-care products (cleanser, moisturizer, etc.)
Geography: Different brands and products by country/region
How will
we win?
Leverage scale behind an array of products, widely available

Classic brand positioning
What
capabilities
must we
have?
What
management
systems do
we need?
Product-based innovation (development of line

extensions)
Strong retail relationships
Measures of market share, in-store

presence, in-stock positions
Product R&D systems
28
OIL OF OLAY
New Strategy: Playing to Win

What is our
winning
aspiration?
Win convincingly in skin-care segment

Build a pillar for the beauty-care business
Where will
we play?
How will
we win?
Customers: Target younger women just noticing the first signs of aging
Channel: Sell through mass channels (best customers)
Product: New products and formulations that fight multiple signs of aging
Geography: Consistent global brand
Move upmarket in product, price, and promotion
Establish masstige channel presence
What
capabilities
must we
have?
What
management
systems do
we need?
Innovation (in product, distribution, packaging)

Consumer understanding
Go-to-market approaches
Partnering
Partnering systems
Channel and consumer metrics
29
Questions?
To ask a question
click on the
question icon in
the lower-right
corner of your
screen.
OCTOBER 17, 2012
@HBRExchange | #HBRwebinar
Thank you for joining us!

The Play to Win presentation was made possible by the
generous support of Tidemark.com
NOVEMBER 25, 2014
Sponsored by

Playing To Win: How Strategy Really Works

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Playing To Win: How Strategy Really Works

Загружено:

Авторское право:

Доступные форматы

Playing to Win: How Strategy Really Works

Featuring Roger Martin, Director of the Martin Prosperity

NOVEMBER 25, 2014

OCTOBER 17, 2012

Presentation Download Link

OCTOBER 17, 2012

Follow the Conversation on Twitter

NOVEMBER 25, 2014