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Playing to Win: How Strategy Really Works [Anglais] [Relié]

A.G. Lafley , Roger L. Martin
4.5 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
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Descriptions du produit

Playing to Win Former P&G CEO AG Lafley and Rotman School Dean Roger Martin provide a powerful framework that demystifies and simplifies strategy, enabling individuals at every level of an organisation to make sound strategic choices.

Détails sur le produit

  • Relié: 272 pages
  • Editeur : Harvard Business Review Press (5 février 2013)
  • Langue : Anglais
  • ISBN-10: 142218739X
  • ISBN-13: 978-1422187395
  • Dimensions du produit: 2,5 x 16,5 x 24,1 cm
  • Moyenne des commentaires client : 4.5 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
  • Classement des meilleures ventes d'Amazon: 21.996 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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2 internautes sur 2 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Solide, bien pensé et une ou deux fulgurances 26 mars 2013
Format:Relié
Ce bouquin est une explication et une illustration de la démarche stratégique "classique" telle que définie depuis plus de 20 ans par Michael Porter. Le lecteur est guidé pas à pas avec des concepts clairs, des exemples intéressants et des conseils pratiques.
Il faut reconnaitre que c'est assez brillant. Pour ceux qui connaissent bien la pensée de Porter il n'y a rien de révolutionnaire. Pour les autres, c'est une initiation à la démarche stratégique qui est à la fois très solide et bien plus abordable que beaucoup d'autres - y compris les livres de Porter qui sont plus arides.
J'y ai trouvé deux fulgurances, plutôt vers la fin du bouquin. Deux points de détail mais qui peuvent faire une grosse différence quand il s'agit de mettre d'accord une équipe de direction sur un choix stratégique. Je vous en livre un : l'idée d'explorer différentes opportunités stratégiques, sans critique mais avec la question systématique : "what would have to prove true to make this possibility a terrific choice?" C'est la validation des hypothèses (par des tests) qui permet de décider de façon consensuelle !
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Format:Relié|Achat vérifié
Excellent pour guider le process de définition stratégique d'une société qui cherche l'excellence. Complet et simple à la fois dans son approche
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Amazon.com: 4.4 étoiles sur 5  185 commentaires
62 internautes sur 67 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 "Winning through distinctive choices is the job of every strategist" 9 janvier 2013
Par Erik Gfesser - Publié sur Amazon.com
Format:Relié|Commentaire client Vine pour produit gratuit (De quoi s'agit-il?)
The content of this book focuses on the transformation of Procter & Gamble (P&G) between 2000 and 2009, and discusses the approach to strategy that led to this transformation, leading to a doubling of sales, a quadrupling of profits, and an increased share price of more than 80 percent during that decade. The authors discuss that although many good strategic choices were made, the company also had its share of disappointments and failures. And most importantly, "no strategy lasts forever".

In my recent review of "Scenarios: The Art of Strategic Conversation (Second Edition)", by Kees van der Heijden, I mentioned that one of the best takeaways from what the author writes in that book is that "strategy is a highly dynamic area, full of fads and fashions that come and go", and that "copying ideas that 'work' for others is unlikely to be a winning strategy", because "success can only be based on being different from (existing or potential) competitors". The retrospective that Lafley and Martin provide in Appendix A would agree with these conclusions.

As explained by the authors, "strategies need continual improvement and updating", because as the authors have found, "competitors have copied P&G's strategies - on innovation, on branding, and the like - to an extent that renders P&G's resultant strategy less distinctive and decisive", and this is the challenge moving forward. In reflecting on its 175-year-plus history, the authors remark that "winning through distinctive choices is the always-and-forever job of every strategist", and if management continues to search for unique where-to-play and how-to-win choices that set the company apart, they should be able to further the success of the company.

Earlier in the text, the authors explain that many leaders tend to approach strategy in one of the following ineffective ways: (1) they define strategy as a vision, (2) they define strategy as a plan, (3) they deny that long-term (or even medium-term) strategy is possible, (4) they define strategy as the optimization of the status quo, or (5) they define strategy as following best practices. The authors argue that what really matters is winning, and that the play book discussed in this book, which provides five choices, a framework, and a process, is what is needed to win.

According to the authors, strategy is the answer to five interrelated questions: (1) What is your winning aspiration? (2) Where will you play? (3) How will you win? (4) What capabilities must be in place? and (5) What management systems are required? In chapters 2 through 6 of this book, the authors explain the nature of the choices to be made, provide a number of examples of each choice, and offer advice for making the choice given a context. These five choices comprise the "strategic choice cascade", the foundation of their strategy work.

In subsequent chapters, the authors present the "strategic logic flow" framework, designed to direct thinking to the key analyses that inform any strategy, and the "reverse engineering" methodology, designed to make sense of conflicting strategic options. In the former, there are four dimensions to be considered: (1) the industry, (2) customers, (3) relative position, and (4) competition. In the latter, which contrasts with traditional approaches to generating buy-in, there exist seven steps that involve exploring different ways forward and a wider variety of possible strategic choices.

As a consultant, I especially appreciated Chapter 1 ("Strategy = Choice"), which sets the stage by defining what strategy is all about, Chapter 7 ("Thinking Through Strategy"), which walks through industry analysis (segmentation and attractiveness), customer value analysis (channel and end consumers), analysis of relative position (capabilities and costs), and competitor analysis, and Chapter 8 ("Shortening Your Odds"), which explains that what is needed to find a winning strategy is to explore "what would have to be true" rather than "what is true", helping foster teams working together rather than battling one another, and surfacing differences and resolving them.

In addition, I appreciated the "Dos and Don'ts" sections at the end of each chapter, which clearly summarize the material from a practical context, as well as the strategic lessons learned side bars following these sections at the end of most of the chapters. At some level, I find the frankness that the authors share in these sections akin to how David H. Maister talks about his experiences in "Strategy and the Fat Smoker: Doing What's Obvious But Not Easy" (see my review), especially with regard to what Martin has to share at the end of Chapter 8 ("Shortening Your Odds"). Well recommended.
37 internautes sur 42 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 Reads like a pretentious PowerPoint presentation 15 mai 2013
Par Jared Castle - Publié sur Amazon.com
Format:Relié|Commentaire client Vine pour produit gratuit (De quoi s'agit-il?)
I'm not implying the strategy information is incorrect. I am saying it has a narrow epicenter of interest and those outside Proctor & Gamble and the Rotman School of Management are going to have a rough time staying interested.

In fairness, the book's title should be "P&G: A Look at Corporate Greatness."

I'm interested in winner-take-all strategies but I'm not captivated by overwrought anecdotes about "the P&G diaper business in emerging markets..."

Playing to Win reads like a pretentious PowerPoint presentation. This excerpt from page 125 illustrates my point:

"Why was the Gillette acquisition so successful for P&G? The answer is reinforcing rods; the P&G reinforcing rods drove powerfully through Gillette's activity system, especially in its crown jewel, the male shaving business. Strength in all five core capabilities enabled P&G to add value to the core Gillette business. By bringing Gillette into the P&G portfolio, P&G was able to add real value by sharing and transferring those capabilities."

That's five "P&Gs" and zero executions of "show don't tell."

You can still use it for a drinking game. Take a sip every time you read an acronym.

Use Amazon's preview function and pull up pages 40 and 41. Trust me, you'll be under the table before you reach page 43.

Rating: Two stars

DISCLOSURE: This review is courtesy of the Amazon Vine program, which provides products at no cost in exchange for my independent and unbiased feedback. My objective is to test and review products fairly, providing you with helpful information that improves your shopping experience. This product review was not sponsored or paid for in any way by the manufacturer or an agent working on their behalf.

BTW: I once read a marketing tip that less is more. With 35 endorsements on the Amazon product page, the Harvard Business Review press failed to exercise restraint. "The lady doth protest too much, methinks."
32 internautes sur 38 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 "The essence of strategy is choosing what not to do." -- Michael Porter 6 février 2013
Par Amazon Customer - Publié sur Amazon.com
Format:Relié
I am pleased that A.G. Lafley has co-authored another book, with Roger Martin, after previously co-authoring The Game Changer with Ram Charan. Whereas in the first the focus is on how to drive revenue and profit growth with innovation, the focus in this book is on how strategy really works. Most of the time it doesn't and reasons vary. However, Lafley and Martin identify these familiar troublemakers:

1. Defining strategy as a vision
2. Defining strategy as a plan
3. Denying that the long-term (or even the medium-term) strategy is possible
4. Defining strategy as the optimization of the status quo.
5. Defining strategy as following best practices

Rather, Lafley and Martin suggest that a strategy "is a coordinated and integrated set of five choices: a winning aspiration, where to play, how to win, core capabilities, and management systems." In this context, I am reminded of two recently published books. In Judgment Calls, Tom Davenport and Brooke Manville offer "an antidote for the Great Man theory of decision making and organizational performance": [begin italics] organizational judgment [end italics]. That is, "the collective capacity to make good calls and wise moves when the need for them exceeds the scope of any single leader's direct control." In Martin's brilliant book, The Opposable Mind, he calls this "integrative thinking." Winning the game (whatever its nature and extent) would thus require a strategy that is both inclusive and collaborative.

In Paul Schoemaker's latest book, Brilliant Mistakes, he observes: "The key question companies need to address is not `[begin italics] Should [end italics] we make mistakes?' but rather `[begin italics] Which [end italics] mistakes should we make in order to test our deeply held assumptions?'" The mistakes to which Schoemaker refers are deliberate. Their purpose is to help achieve strategic objectives. Those who play to win cannot be risk-averse. That is, play not to lose. If strategy is a set of choices "that uniquely positions the given enterprise so as to create sustainable advantage and superior value relative to the competition," and I believe it is, then quality of judgment is imperative, not only when making a specific choice but throughout a continuous and cohesive decision-making process.

These are among the dozens of passages I found to be of greatest interest and value, also listed to suggest the range of subjects covered during the course of the book's narrative:

o How to Win (Pages 24-29)
o Playing to Win (39-43)
o The Importance of the Right Playing Field, and, Three Dangerous Temptations (57-65)
o Differentiation Strategies (83-88)
o Gillette and the Strategic Choice Cascade (107-112)
o Understanding Capabilities and Activity Systems (112-119)
o Systems for Making and Renewing Strategy (129-136)
o Systems to Support Core Capabilities (144-149)
o Customer Value Analysis (167-171)
o Generating Buy-In: The Traditional Approach (183-200)
o The Importance of the Right Playing Field, and, The Dangerous Temptations Six Strategy Traps, and Six Telltale Signs of a Winning Strategy (214-216)

When concluding their book, A.G. Lafley and Roger Martin acknowledge, "All strategy entails risk. But operating in a slow-growing, fast-changing, intensely competitive world without a strategy to guide you is far riskier. Leaders lead, and a good place to start leading is in strategy development for your business. Use the strategic choice cascade [Pages 17-18 and 33-34], the strategy logic flow [161-177] and reverse engineering of strategic choices [186-200] to craft a winning strategy and sustainable competitive advantage for your organization. Play to win."

No brief commentary such as mine can possibly do full justice to the scope of material that A.G. Lafley and Roger Martin provide in this volume but I hope that I have at least suggested why I think so highly of their book. Also, I hope that those who read this commentary will be better prepared to determine whether or not they wish to read the book and, in that event, will have at least some idea of how an enriched and enlightened understanding of what strategy is -- and [begin italics] isn't [end italics] could perhaps be of substantial benefit to their professional development as well as to the success of their organization.
33 internautes sur 41 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 One of the best business books ever written 7 février 2013
Par Marlon C. Sanders - Publié sur Amazon.com
Format:Relié
Hi,

I've read probably 5000 books on business, sales, marketing, and competitive strategy.

I rank this as one of the best ever written. I don't say that flippantly.

Here is why this book will help you:

1. Even if you run a business with only a few employees as I have for years, or a home-based business as I currently do, the lessons apply equally as well.

If you're in business, you're selling something to someone. And this book like no other ever written spells out with amazing clarity the decisions you can make to win in the category or categories you're competing in.

The premise of the book is that the dollars you make in your business reflect your ability to profitably serve more customers, better. Then the book shows how you do that using 5 decisions every business, any business, has to make:

a. What's your winning aspiration: This is how you define winning.

b. Where will you play: What specific areas, categories, customers, consumers, segments, geographies, ages can you win in?

c. How will you win?

It's one thing to play in emerging areas or places you feel you can win with customers and consumers. It's quite another to know how you're going to win.

Michael Porter had a role in the thinking of Roger L. Martin from Rotterdam School of Business who worked with A. G. Lafley at P & G. What you'll appreciate is the ideas here are articulated much more simply than Porter. I really appreciated the examples of how to choose where to play based on the 5 forces. And how to make the difficult decisions that can involve.

2. The book helps you make crystal clear choices on where to play, that is, what categories, consumers, industries, or segments do you choose to win in.

There are a small number of books written exclusively about segmenting markets. Hundreds of books have chapters on it. Virtually every single of them talks about this in theory without really fantastic real-world examples that make your brain light up like a Christmas tree with ideas.

I grabbed a legal pad and started making notes on where-to-play ideas I got. For example, page 65 explains how Tide expanded distribution to channels where few competitors existed: drugstores, wholesale stores like Costco, dollar stores, vending machines, self service laundries and campgrounds.

That sparked a lot of ideas for me.

3. Loads of examples

Roger L. Martin conducted numerous interviews with Procter and Gamble employees as the basis for the examples in the book, which are very detailed and specific, unlike the generic, mindless examples you often see in books.

Did you know that Bounty is an upper end paper towel and only targets 3 segments of top end consumers? Yeah, I didn't either.

Did you know that the brand manager for Gain recommended zapping the product but a new product manager and a new strategy brought it back to life?

Did you know that Oil of Olay was struggling with a declining brand, aging customers and razor thin margins? That is, until a new where to play and how to win strategy turned it into a dynamo.

Those are things I can identify with. Any brand fights a problem of the brand declining. Consumers are aging but how do you avoid your brand dying with your aging consumers? See the plentiful Olay examples for the solution. How do you improve margins?

These are all fundamental issues I think most businesses struggle with.

4. This book shows you how to win in whatever arena you decide to play in

I like the clear thinking on how do you win in a category for a product or service and what do you do if you're not winning?

In business, it's so easy to get caught up in the day-to-day activities that you forget about things like winning in a category. With the clearest thinking I've read anywhere in any business book, you'll get practical answers you can apply to whatever your business is.

Marlon Sanders
marlonsanders.com
9 internautes sur 10 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 Worthless for most business owners 25 juin 2013
Par Big Daddy - Publié sur Amazon.com
Format:Relié|Commentaire client Vine pour produit gratuit (De quoi s'agit-il?)
I generally don't give too many bad reviews. My reviews are based on whether I get enough positive information to make it worth my time and the expense of reading the book. But I really find few redeeming qualities in this book. Despite all of the raving reviews by people who are supposedly "in the know," this book falls short. First, it is incredibly boring. You can look at my other reviews and see that my threshold for boring is much lower than most people, so if I say it is boring, it is B-O-R-I-N-G. Second, it is useless for the typical business owner. The book might have some value for S&P 500-type companies where group-think is the order of the day, but beyond that, I didn't see much useful information in it.

It was somewhat interesting to see how consumers are manipulated by product branding and product placement and this book does give an insider's perspective of how that works. And as someone who once lived near a large concentration of P&G employees, the book does provide some insight as to why they seemed brainwashed.

As for the strategic information, I consider it to be repackaged fluff that you have probably read or heard before. It's mostly common sense anyway.
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