playing-to-win

Playing to Win

Strategy is an integrated set of choices that positions you to win. Make those choices explicit.

You have a business, product, or initiative that needs a real strategy — not a to-do list dressed up as one. This skill applies A.G. Lafley and Roger Martin's Playing to Win framework to force the five essential strategic choices and check that they reinforce each other.

For detailed definitions and diagnostic questions for each choice, consult framework.md.

Workflow

1. Clarify the subject: Identify what needs a strategy — a company, product line, feature area, or new market entry. Ask the user if ambiguous. Also identify the time horizon (6 months? 3 years?).

2. Walk the cascade — Work through all five choices in order. Each choice constrains the next:

   Choice 1: What is our Winning Aspiration? Define what winning looks like in concrete, measurable terms. Not "be the best" — what specific outcome for which customers? A winning aspiration sets the purpose and frames every subsequent choice.

   Choice 2: Where to Play? Choose the playing field. This is the most important strategic choice — where you choose NOT to play matters as much as where you do. Dimensions: customer segments, geographies, product categories, channels, vertical stages of production.

   Choice 3: How to Win? Define the competitive advantage within the chosen playing field. There are only two generic strategies: cost leadership or differentiation. Which one, and specifically how? What's the unique value proposition that makes you the obvious choice?

   Choice 4: What Capabilities Must Be in Place? Identify the 3-5 core capabilities required to win where you've chosen to play. These should be reinforcing — each capability makes the others more valuable. Distinguish between capabilities you have today and those you need to build.

   Choice 5: What Management Systems Are Required? Define the systems, structures, and processes needed to build and maintain the capabilities. This is where strategy becomes operational — measurement systems, org structure, talent, processes, and culture.

3. Test the cascade for coherence: The five choices must reinforce each other. Check:

   • Does the Where to Play choice match the Winning Aspiration?
   • Does the How to Win choice create genuine advantage in the chosen arena?
   • Do the Capabilities actually enable the How to Win?
   • Do the Management Systems build and sustain the Capabilities?
   • Would a competitor reading this strategy know exactly how to compete with you? (If yes, your How to Win isn't distinctive enough.)

4. Identify the key strategic tension: Every strategy involves a core tension or tradeoff. Name it explicitly — what are you giving up? What bet are you making? What has to be true for this strategy to work?

5. Reverse-engineer the must-be-true conditions: For each choice, list 2-3 conditions that must hold for the choice to be valid. These become your strategic risks and the hypotheses you need to validate.

Output Template

# Playing to Win: [Subject]

## Strategic Context
[2-3 sentences on the current situation, competitive landscape, and why strategic clarity is needed now]

## The Strategy Cascade

### 1. Winning Aspiration
[What does winning look like? For whom? By when? Be specific and measurable.]

### 2. Where to Play
**Chosen arena:**
- Customer segments: [who specifically]
- Geographies: [where]
- Product categories: [what]
- Channels: [how you reach them]
- Value chain position: [which parts]

**Explicitly NOT playing:**
- [What you're choosing to leave out — this is equally important]

### 3. How to Win
**Strategic positioning:** [Cost leadership / Differentiation — pick one]
**Unique value proposition:** [1-2 sentences — why customers choose you over alternatives]
**Key differentiators:**
- [Differentiator 1]
- [Differentiator 2]
- [Differentiator 3]

### 4. Core Capabilities
| Capability | Have Today? | Gap to Close | Priority |
|------------|-------------|-------------|----------|
| [Capability 1] | Yes/Partial/No | [what's missing] | Critical/Important |
| [Capability 2] | ... | ... | ... |

### 5. Management Systems
| System | Purpose | Status |
|--------|---------|--------|
| [System 1] | [what it enables] | Exists/Needs work/Missing |
| [System 2] | ... | ... |

## Cascade Coherence Check
[Does each level reinforce the others? Flag any misalignments.]

## Key Strategic Tension
[What's the core tradeoff? What are you betting on?]

## Must-Be-True Conditions
| Choice | Condition | Confidence | How to Validate |
|--------|-----------|------------|-----------------|
| Where to Play | [condition] | High/Med/Low | [test or evidence] |
| How to Win | [condition] | ... | ... |
| ... | ... | ... | ... |

## Recommended Next Steps
1. [Validate the riskiest must-be-true condition]
2. [Close the most critical capability gap]
3. [Build or fix the most important management system]

Adapting the Analysis

For a new product or market entry: Spend most time on Where to Play and How to Win. The temptation is to play everywhere — resist it. Narrow choices win.

For an existing product losing momentum: Start from the Winning Aspiration and check whether the current Where to Play still makes sense. Markets shift — your choices should too.

For a platform or multi-product company: Run the cascade for each product/segment independently, then check for strategic coherence across the portfolio. Shared capabilities across cascades are your leverage points.

Tips

• The hardest part is choosing where NOT to play. If your Where to Play includes everyone, you don't have a strategy.
• "How to Win" is not a feature list. It's the reason customers choose you, stated at the level a CEO would explain it.
• If you can't identify the key strategic tension, the strategy isn't making hard enough choices.
• Pair this with 7-powers to validate that your How to Win can become a durable competitive advantage.
• Use amazon-working-backwards to test whether your Winning Aspiration translates into a compelling customer narrative.
• Run pre-mortem on the must-be-true conditions to stress-test the riskiest assumptions.