Playing to Win

How Strategy Really Works

by A.G. Lafley, Roger L. Martin

4.5(2,748 ratings)

13 min read

Brief overview

This book provides a clear blueprint for understanding and applying strategic thinking. It focuses on making explicit choices about where to compete, how to win, and what capabilities and systems are required to deliver success. Through examples and practical frameworks, it shows how organizations can sharpen their focus and achieve market leadership.

Introduction: The Power of Choice

Strategy begins with a willingness to make crucial choices. Many organizations suffer because they try to do too many things without clarity or direction. This book explains that a solid strategy is not just a vision or a plan but a set of integrated decisions.

At the core lies the idea of aiming to win in specific areas rather than simply playing everywhere. Committing to this perspective helps you prioritize your resources and guide your team’s efforts. When you choose to pursue a segment in the market and serve it better than anyone else, you build true advantage.

You will see that each strategic choice sets the stage for another, forming a sequence of decisions that need to fit together cohesively. This approach applies to all levels of a business—from the CEO setting corporate direction to a frontline manager tackling daily tasks.

Winning involves narrowing your options so the ones you pick truly stand out.

Defining Winning Aspirations

Every successful strategy starts with a purpose. Why does your business exist? While profits matter, the true driving force should be a clear aspiration that aligns everyone. This book emphasizes that you must define what winning looks like for your organization in your chosen space.

Winning aspirations are not the same as vague mission statements. Instead, they specify tangible targets and are rooted in meeting genuine consumer needs. By focusing on outcomes—like market share leadership or breakthrough products—you clarify the path for your team.

Such aspirations motivate everyone to rally around a shared goal. They also guide tough decisions. If an action does not help achieve the stated aim, it should be reconsidered. In this way, the aspiration becomes the foundation for consistent decision-making.

Remember to keep your aspirations broad enough to inspire growth yet concrete enough to inform daily choices. This balance often determines whether aspirations remain motivational or degenerate into empty slogans.

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What is Playing to Win about?

"Playing to Win: How Strategy Really Works" by A.G. Lafley and Roger L. Martin is a robust guide for leaders aiming to leverage strategic thinking into tangible business success. It details a high-impact framework, guiding organizations on making informed choices about where to compete, how to stand out, and what capabilities are needed to sustain market leadership. Through real-world examples and focused frameworks, this book empowers businesses to sharpen their focus and achieve strategic mastery.

Focusing on "winning" rather than merely "competing," Lafley and Martin argue that clear strategic choices carved around carefully selected domains create real competitive advantages. Readers learn how to define their playing field, execute unique value propositions, and integrate superior management systems, all essential for scaling a business effectively. Praised as both practical and transformative, the book has guided countless leaders toward innovative decision-making in complex environments.

Ultimately, "Playing to Win" addresses the essence of strategic leadership, illustrating how businesses, regardless of size or position, can harness strategy to pinpoint success, avoid risks, and adapt to changes in an ever-evolving market landscape.

Review of Playing to Win

In "Playing to Win: How Strategy Really Works," A.G. Lafley and Roger L. Martin articulate an enduring strategic framework centered on making focused, winning choices. The book's primary strengths lie in its clear structure and actionable insights, making strategic concepts accessible to both veteran executives and emerging entrepreneurs.

Lafley and Martin demystify strategy by isolating five pivotal decisions every business must make: setting winning aspirations, deciding where to play, determining how to win, aligning core capabilities, and implementing supportive management systems. Each component is supplemented with compelling examples from revered enterprises, highlighting practical applications that guide readers in tailoring these principles to their organizations.

The book’s approachable writing style, coupled with its step-by-step frameworks, ensures accessibility without oversimplifying complex concepts. Engaged readers are therefore equipped with a clear roadmap that goes beyond abstract theorizing. While ideal for those in executive roles and mid-tier management, this resource is equally valuable for entrepreneurs seeking to navigate competitive landscapes confidently. "Playing to Win" is highly recommended for those committed to mastering strategy and applying it for lasting competitiveness.

Who should read Playing to Win?

Business Executives: Understanding the nuances of strategic decision-making and leadership.
Entrepreneurs: Aspiring to scale businesses by leveraging strategic frameworks for growth.
Management Consultants: Providing strategic insights and solutions to diverse organizational challenges.
Business Students: Learning best practices in strategic thinking and competitive advantage.
Marketing Professionals: Strategizing brand positioning in highly competitive markets.

About the author

A.G. Lafley is a renowned business leader, having served as the Chairman, President, and CEO of Procter & Gamble (P&G) from 2000 to 2009, and later as Executive Chairman from 2013. He holds an MBA from Harvard Business School and is credited with doubling P&G's sales and quadrupling its profits during his tenure. Roger L. Martin is a Professor Emeritus and former Dean of the University of Toronto's Rotman School of Management. He has extensive experience as a director at Monitor Company, a global strategy consulting firm, and has authored numerous books on strategy and management. Martin holds an AB from Harvard College and an MBA from Harvard Business School, and has been ranked among the top management thinkers globally by Thinkers50.