What comes out is a growth plan. We structure the choices using Playing to Win, the framework developed by Roger Martin and A.G. Lafley. Five cascading questions: what does winning look like, where will we play, how will we win there, what capabilities must be in place, what management systems are required. The questions are interrelated, and each answer constrains the next.
The framework forces concrete choices. Not "we want to grow in Europe," but which segments, which channels, which propositions, which capabilities the organisation needs to build, sustain, or stop investing in. Nearly two-thirds of executives report that their company carries too many conflicting priorities at once. About half say their organisation has no defined list of strategic priorities at all. The discipline of choosing, and of choosing what not to do, is what separates a plan that holds from a plan that drifts.
Markets shift while transformation is underway, new information surfaces, priorities evolve. The cascading structure of Playing to Win absorbs those shifts without losing coherence. A change in market conditions changes the answer to where we play, which propagates through the rest of the cascade in a way that's traceable rather than chaotic.
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