Jackson

“Mission and vision statements are elements of strategy, but they aren’t enough. They offer no guide to productive action and no explicit road map 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.”
― A.G. Lafley, Playing to win: How strategy really works

“When thinking about capabilities, you may be tempted to simply ask what you are really good at and attempt to build a strategy from there. The danger of doing so is that the things you’re currently good at may actually be irrelevant to consumers and in no way confer a competitive advantage. Rather than starting with capabilities and looking for ways to win with those capabilities, you need to start with setting aspirations and determining where to play and how to win. Then, you can consider capabilities in light of those choices. Only in this way can you see what you should start doing, keep doing, and stop doing in order to win.”
― A.G. Lafley, Playing to win: How strategy really works

“every line of business and function should have a strategy—one that aligns with the strategy of the company overall and decides where to play and how to win specifically for its context.”
― A.G. Lafley, Playing to win: How strategy really works

“I am not a writer, a philosopher, or a great figure of intellectual life. I am a teacher. […] My role is to show people that they are much freer than they feel, that people accept as truth, as evidence, some themes that have been built up at a certain moment in history, and that this so-called evidence can be criticized and destroyed. To change something in the minds of people—that is the role of an intellectual.”
― Michel Foucault