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Playing to Win
A Wall Street Journal and Washington Post Bestseller A playbook for creating your company's winning strategy. 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 ...
The Game-Changer
&Lsquo;A.G. Lafley Has Made Procter And Gamble Great Again&Rsquo;&Mdash;Economist &Lsquo;Ram Charan Is The Most Influential Consultant Alive&Rsquo;&Mdash;Fortune Magazine How To Increase And Sustain Organic Revenue And Profit Growth&Mdash;Whether You&Rsquo;Re Running An Entire Company Or In Your First Management Job. Over The Past Seven Years, Procter &Amp; Gamble Has Tripled Profits; Hugely Improved Organic Revenue Growth, Cash Flow, And Operating Margins; And Significantly Boosted Dividends. How? A. G. Lafley And His Leadership Team Have Integrated Innovation Into Everything Procter &Amp; Gamble Does&Mdash;Creating New Customers And New Markets. Through Eye-Opening Stories A. G. Lafley And...
Playing to Win
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
The Game Changer
It is by making innovation an intimate, intentional part of the business that A. G. Lafley - the Jack Welch of the 21st century - has recently transformed Procter & Gamble from a $39 into a $76 billion dollar company that touches more than 3 billion people around the world. On the brink of collapse when he joined in 2000, it became a model for growth and innovation. In this inspiring and practical book Lafley explains how making innovation more than just a stand-alone activity enabled him to turn around growth, productivity and the bottom line. As this book shows, innovation can become a reliable and repeatable game-changer for any business in all areas of the organisation, from the CEO's desk to the everyday activities of each employee. By using new insights and easy-to-relate-to stories from P&G and other companies - describing, for example, the best way to brainstorm, and the "innovation portfolio" - this book is destined to become as influential as Good to Great and as Charan's own bestseller, Execution.
Seizing the White Space
Business model innovation is the key to unlocking transformational growth—but few executives know how to apply it to their businesses. In Seizing the White Space, Mark Johnson gives them the playbook. Leaving the rhetoric to others, Johnson lays out an eminently practical framework that identifies the four fundamental building blocks that make business models work. In a series of in-depth case studies, he goes on to vividly illustrate how companies are using innovative business models to seize their white space and achieve transformational growth by fulfilling unmet customer needs in their current markets; serving entirely new customers and creating new markets; and responding to tectonic ...
Lovemarks
"Ideas move mountains, especially in turbulent times. Lovemarks is the product of the fertile-iconoclast mind of Kevin Roberts, CEO Worldwide of Saatchi & Saatchi. Roberts argues vociferously, and with a ton of data to support him, that traditional branding practices have become stultified. What’s needed are customer Love affairs. Roberts lays out his grand scheme for mystery, magic, sensuality, and the like in his gloriously designed book Lovemarks.” —Tom Peters Tom Peters, one of the most influential business thinkers of all time, described the first edition of Lovemarks: the future beyond brands as “brilliant.” He also announced it as the “Best Business Book” published in th...
Summary of A.G. Lafley & Roger L. Martin's Playing to Win
Please note: This is a companion version & not the original book. Book Preview: #1 By the late 1990s, it was clear that PG needed to win in skin care. Skin care constitutes about a quarter of the total beauty industry and has the potential to be highly profitable. Oil of Olay was struggling. It wasn’t PG’s only skincare brand, but it was by far the largest and best known. #2 PG invested in the SKII brand, Cover Girl, Pantene, Head Shoulders, and Herbal Essences. The company bought Wella and Clairol to create a position in hair styling and color. #3 The company was able to redefine what antiaging products could do. It began selling higherend, more prestigious products in a traditionally highvolume environment. It attracted consumers from both the mass and prestige channels. #4 Olay needed to look and feel the part. The packaging had to represent an aspiration, but also effectively deliver the product. Pricing had to be just right – not too high for mass consumers, but not too low for prestige consumers.
The Game-changer
It is by making innovation an intimate, intentional part of the business that A. G. Lafley - the Jack Welch of the 21st century - has recently transformed Procter & Gamble from a $39 into a $76 billion dollar company that touches more than 3 billion people around the world. On the brink of collapse when he joined in 2000, it became a model for growth and innovation. In this inspiring and practical book Lafley explains how making innovation more than just a stand-alone activity enabled him to turn around growth, productivity and the bottom line. As this book shows, innovation can become a reliable and repeatable game-changer for any business in all areas of the organisation, from the CEO's desk to the everyday activities of each employee. By using new insights and easy-to-relate-to stories from P&G and other companies - describing, for example, the best way to brainstorm, and the "innovation portfolio" - this book is destined to become as influential as Good to Great and as Charan's own bestseller, Execution.
Your Strategy Needs a Strategy
And, they avoid the common frustrations stemming from lack of perceived relevance and engagement around on the strategy process. How you choose and execute the right approach is the focus of this book. From Global BCG strategy experts Martin Reeves, Knut Haanæs, Janmejaya Sinha (and based on the bestselling article in Harvard Business Review), Your Strategy Needs a Strategy offers a practical guide to help you to match your approach to strategy to your environment and execute it effectively, to combine different approaches for companies which operate in multiple environments, and to lead your organization in making better strategic choices. Organizing approaches into five strategic archetypes-Be Big, Be Fast, Be First, Be the Orchestrator, Be Viable-the authors explain the conditions under which each is appropriate, when and how to execute each one, and how to avoid common strategy traps.
Summary of A.G. Lafley & Roger L. Martin's Playing to Win
Please note: This is a companion version & not the original book. Sample Book Insights: #1 By the late 1990s, it was clear that PG needed to win in skin care. Skin care constitutes about a quarter of the total beauty industry and has the potential to be highly profitable. Oil of Olay was struggling. It wasn’t PG’s only skin-care brand, but it was by far the largest and best known. #2 PG invested in the SK-II brand, Cover Girl, Pantene, Head Shoulders, and Herbal Essences. The company bought Wella and Clairol to create a position in hair styling and color. #3 The company was able to redefine what anti-aging products could do. It began selling higher-end, more prestigious products in a traditionally high-volume environment. It attracted consumers from both the mass and prestige channels. #4 Olay needed to look and feel the part. The packaging had to represent an aspiration, but also effectively deliver the product. Pricing had to be just right – not too high for mass consumers, but not too low for prestige consumers.
