By Roger L. Martin, A. G. Lafley
This is A.G. Lafley’s guidebook. Shouldn’t it's yours as well?
Winning CEO A.G. Lafley is now again on the helm of customer items significant Procter & Gamble. that will recognize the tactic he’ll use to revive P&G to its former dominanceread this book.
Playing to Win, a famous Wall road Journal and Washington Post bestseller, outlines the strategic procedure Lafley, in shut partnership with strategic adviser Roger Martin, used to double P&G’s revenues, quadruple its gains, and raise its industry worth through greater than $100 billion while Lafley was once first CEO (he led the corporate from 2000 to 2009). The publication indicates leaders in any kind of association tips on how to advisor daily activities with better strategic targets outfitted round the transparent, crucial components that ensure enterprise successwhere to play and the way to win.
Lafley and Martin have created a suite of 5 crucial strategic offerings that, whilst addressed in an built-in means, will stream you sooner than your opponents. they're: (1) what's our profitable aspiration? (2) the place do we play? (3) How can we win? (4) What services needs to we've in position to win? and (5) What administration platforms are required to help our offerings? the result's a playbook for winning.
The tales of ways P&G many times gained by way of using this system to iconic manufacturers equivalent to Olay, Bounty, Gillette, Swiffer, and Febreze essentially illustrate how picking out a strategic approachand then making the fitting offerings to help itmakes the variation among simply taking part in the sport and truly winning.
Playing to Win outlines a confirmed approach that has labored for a few of today’s so much celebrated manufacturers and items. enable this publication function your new advisor to profitable, as well.
Read or Download Playing to Win: How Strategy Really Works PDF
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Additional resources for Playing to Win: How Strategy Really Works
But Burns’s plight touched Northerners’ hearts. It forced them to recognize the innate immorality of slavery, and they began to follow a higher law to oppose the Fugitive Slave Act. One Illinois newspaper declared, “Before the repeal of the Missouri Compromise, in all contests between the slaveholders and abolitionists our sympathies were decidedly in favor of the former; but since that act of treachery we have not one word to say. . ” After the Anthony Burns affair there were several highly publicized cases where Northerners intervened to protect runaway slaves from slave catchers.
Competition and jealousy were so rampant between them that one visitor predicted “there would be a civil war” if the colonies were left to their own devices. Voters in each colony elected politicians to represent them in the legislature, but prior to the American Revolution the colonies answered to the British Parliament rather than to one another or to any type of American government. This independence continued during the Revolutionary War when the states considered themselves sovereign entities loosely united under the Articles of Confederation to ﬁght in a common cause.
Senate in 1847, he became an increasingly important political figure as the slavery debate grew more raucous. Douglas supported popular sovereignty, homesteading, a northern transcontinental railroad, and Southerners’ right to own slaves, but he opposed slavery in Kansas and the spread of slavery into the western territories. Two of his greatest political victories were the Compromise of 1850 and the Kansas-Nebraska Act. The latter, however, hurt Douglas’s popularity among Northerners, and it revealed one of his weaknesses—an inability to see the emotional side of the slavery issue.
Playing to Win: How Strategy Really Works by Roger L. Martin, A. G. Lafley