"Changement organisationnel." . . "Organizational change." . . "Planificación estratégica." . . "virksomheder" . . "BUSINESS & ECONOMICS / Organizational Behavior" . . "strategisk planlægning" . . "BUSINESS & ECONOMICS / Industrial Management" . . "Planification stratégique." . . "Succès dans les affaires." . . "Geschichte 2000-2009." . . "BUSINESS & ECONOMICS / Management Science" . . . "Playing to win : how strategy really works"@en . "Playing to win : how strategy really works" . . . . . . . . . . . . . . . . . . . "Electronic books"@en . . "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. In this book, two well-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." . . . "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. In this book, two well-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. Yet the authors of Playing to Win, A. G. Lafley, the former CEO of Procter & Gamble and one of the most successful business leaders of the last century, and Roger Martin, Dean of the Rotman School of Management, say most firms shy away from difficult strategic choices, settling instead for false approaches that can lead to irreversible blunders." . . . . . . . . . "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. A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P & G's sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P & G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success--where to play and how to win." . . . "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. A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G's sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success--where to play and how to win."@en . . . . . . . . "Procter & Gamble Company." . . "Strategic planning." . . "Cambio organizacional" . . "virksomhedsstrategi" . . "Strategisches Management." . . . . "ledelse" . . "strategi" . . "Éxito en los negocios." . . "BUSINESS & ECONOMICS / Management" . .