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How to build a winning corporate strategy for your business? In this video, you will find 5 very simple and clear steps and business ideas based on my experience and a great book - "Playing to Win by Ag Lafley

Strategy work can be a frustrating, stressful process that doesn’t always lead to actionable results.
The Playing to Win Strategy is based on a proven framework used by leading companies
around the world. These tools guide you through the process with step-by-step advice to help ensure you achieve a successful outcome.

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When A.G. Lafley took over as chief executive of Procter & Gamble in 2000, and later became chairman, the company produced a dizzying array of well-known brands and products including Tide, Pampers, Crest, Always and Pantene. But its portfolio of products also included coffee, snack foods, peanut butter, shortening and oils, household cleaners and pharmaceutical drugs. Lafley began asking himself: What businesses should P&G be in?

Lafley approached his job as chief executive as a product innovator and strategist. His strategy chops were earned during a 33-year career at P&G and through his interactions with Roger L. Martin, a former consultant who is dean of the Rotman School of Management at the University of Toronto. Over the course of nearly 10 years, when Lafley was CEO, the two men met regularly to discuss P&G’s challenges and prospects and to review its strategic issues and opportunities.

The fruits of these discussions can be seen and measured. When he took over as chief executive, P&G’s market capitalization was in the $50 billion to $60 billion range. When he retired in 2010, it was $160 billion. Gone were less-strategic brands and businesses. Lafley sharpened P&G’s focus to concentrate on household and personal care products. To that end, he acquired the razor maker and personal grooming products company Gillette, which accounted for nearly half of P&G’s growth in market value.

With decades of experience between them, Lafley and Martin decided to capture their learning in a book called “Playing to Win: How Strategy Really Works” (Harvard Business Review Press). The book draws on the foundations of master strategists like Peter Drucker and Michael Porter, a professor at Harvard Business School. (Lafley worked with Drucker, and Martin worked with Porter while a consultant at Monitor Group). But even more importantly, it is based on the insights and real-world experiences of Lafley when he was at P&G’s helm.

To explain their perspective on strategy, Lafley met with Michael Distefano, Korn/Ferry International’s senior vice president and chief marketing officer, and Joel Kurtzman, editor-in-chief of Korn/Ferry Briefings on Talent & Leadership. What follows are excerpts from their conversation.
The 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.

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

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