Introduction to the book, playing to win

Question 1

What is the first strategy company that Roger Martin work for?

Answer 1

Monitor company

Question 2

What college job did Roger Martin have?

Answer 2

He was the dean of the Rothman school of management

Question 3

What years did Roger Martin work for proctor and gamble?

Answer 3

From 2000 to 2009

Question 4

What is strategy?

Answer 4

Really, strategy is about making specific choices to win in the marketplace

Question 5

What is the title of Mike Porter’s book?

Answer 5

Competitive strategy

Question 6

What is the main crux of Michael Porter’s book called competitive strategy?

Answer 6

Deliberately choosing a different set of activities to deliver unique value

Question 7

Strategy requires work?

Answer 7

Strategy, therefore requires making explicit choices, to do some things, and not others, and building a business around those choices.

Question 8

In short strategy is?

Answer 8

Strategy is choice

Question 9

More specifically strategy is?

Answer 9

Strategy is an integrated set of choices that uniquely positions to firm in its industry, so as to create sustainable advantage, and superior value relative to the competition

Question 10

When it comes to strategy to often CEOs in particular will allow what?

Answer 10

They will allow what is urgent to crowd out what is really important

Question 11

When an organizational bias for action drives doing what usually takes place?

Answer 11

Often thinking falls by the way

Question 12

Instead of working to develop a winning strategy, many leaders tend to approach strategy in one of the following five ineffective Ways….name the 5 and ineffective ways?

Answer 12

1. They define strategy as a vision.
2. They define strategy as a plan.
3. They deny that long term or even medium strategy is possible
4. They defined strategy as the optimization of the status quo.
5. They define strategy as following best practices.

Question 13

Why is defining strategy as a vision in effective?

Answer 13

Mission and vision statements are elements of strategy, but they aren’t enough. They offer no guide to productive action and no explicit roadmap to the desired future. They don’t include choices about what businesses to be in and not to be in. There’s no focus on sustainable competitive advantage, or the building blocks of value creation.

Question 14

Page 12 is where I am at