Playing to Win: How Strategy Really Works
Playing to Win: How Strategy Really Works
复制标题
为赢而战：战略如何真正发挥作用
DOI：
10.5860/choice.51-0372
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发表时间：
2013
期刊：
影响因子：
--
通讯作者：
Roger Martin
中科院分区：
文献类型：
--
作者：
Featuring Roger Martin;Roger Martin;Roger Martin
你只是在玩--还是为了赢而玩？战略并不复杂。但这很难。这很难，因为它迫使个人和组织对他们的未来做出具体的选择--这在大多数公司是不会发生的。现在，两位当今最著名的商业思想家谈到了战略的核心--解释了它的用途，如何思考它，为什么你需要它，以及如何完成它。他们用他们共同实现的上个世纪最成功的企业扭亏为盈来证明自己的观点。宝洁公司前首席执行官雷富礼与战略顾问罗杰·马丁密切合作，在短短十年内，宝洁的销售额翻了一番，利润翻了两番，市值增加了1000多亿美元。现在，这本书借鉴了他们在宝洁和罗特曼管理学院(Martin担任院长)的多年经验，展示了各种规模组织的领导者如何用更大的战略目标来指导日常行动，这些更大的战略目标是围绕决定企业成功的明确、基本要素--在哪里发挥作用以及如何取胜--来实现的。结果就是一本取胜的剧本。雷富礼和马丁创建了一套五个基本的战略选择，当以综合的方式解决这些选择时，将使你领先于竞争对手。它们是：*我们取胜的抱负是什么？*我们将在哪里打球？*我们将如何取胜？*我们必须具备哪些能力才能取胜？*需要哪些管理系统来支持我们的选择？宝洁通过对玉兰油、邦迪、吉列、Swiffer和Febreze等标志性品牌应用这种方法反复获胜的故事清楚地表明，决定一种战略方法--然后做出正确的选择来支持它--在只玩游戏和实际获胜之间产生了不同。
Are you just playing--or playing to win? Strategy is not complex. But it is hard. It's hard because it forces people and organizations to make specific choices about their future--something that doesn't happen in most companies. Now two of today's best-known business thinkers get to the heart of strategy--explaining what it's for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point. A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G's sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success--where to play and how to win. The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are: * What is our winning aspiration? * Where will we play? * How will we win? * What capabilities must we have in place to win? * What management systems are required to support our choices? The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach--and then making the right choices to support it--makes the difference between just playing the game and actually winning.