Playing to Win™
The 5 Choices Your Business Must Make to WIN
Introduction
The Playing to Win™ Strategy to Execution framework used by Scaling-Up was first developed by myself when I was CEO of CommGate. It was adapted from the Playing to Win framework developed by Alan G Lafley, past Chairman of P&G.
In this Guide, we're going to cover:
In this Guide, we're going to cover:
- Background of the framework
- What is Strategy?
- The 4 Elements of Strategy
- What happens when an SME Lacks Strategy
- “How to attract Top Talent?”
- “What marketing strategies should I use to improve Marketing Return on Investment?”
- “How to increase sales?”
- “How to improve customer satisfaction?”
- “How to retain your top performing employees?”
- The 5 Cascading Choices
Throughout my journey to grow and scale my business, I updated the model to fit a local SME context by integrating Effective Communications, S.M.A.R.T. model, Asking Clarifying Questions (5W1H), RACI matrix, Eisenhower, 5 Whys, Systems-thinking, Design-thinking, OKRs and several other business and management frameworks within the Core Capabilities segment of the Scaling-Up Playing to Win™ Strategy to Execution framework to enhance the team’s ability to understand, plan, and execute strategy.
Many SME leaders face huge blockers and obstacles when it comes to growing their business, and are often heavily involved in fighting “operational fires” every single day. As a result, many of them said they need immediate “quick-fix” solutions, without realising that the lack of strategy in the business is the root cause of all the problems in their business.
Here are some of the most common challenges that SMEs reach out to me to help them solve:
• Sales is stagnating, or sales team performance fluctuates monthly
• Marketing performance is not generating enough leads for sales
• Service delivery is inconsistent, creating costly problems with customers and needing the boss to consistently be involved in firefighting
• HR is not attracting or hiring the right people to join the team, resulting in weak performance and poor culture fit
To all these problems, I always communicate to the Business Owners that developing their business strategy first is the only real cure as all the business gaps, pains, challenges, issues, blockers and friction will be made transparent and filed in a Company Backlog, which they can then Solve every quarterly with their leadership team
To date, the Playing to Win™ Strategy to Execution framework has been implemented by more than 30 CEOs, Managing Directors and General Managers operating businesses of $5m - $50m in annual revenue, looking for their next stage growth, and it has generated over $210m revenue for their businesses, since 2018.
Here are some of the most common challenges that SMEs reach out to me to help them solve:
• Sales is stagnating, or sales team performance fluctuates monthly
• Marketing performance is not generating enough leads for sales
• Service delivery is inconsistent, creating costly problems with customers and needing the boss to consistently be involved in firefighting
• HR is not attracting or hiring the right people to join the team, resulting in weak performance and poor culture fit
To all these problems, I always communicate to the Business Owners that developing their business strategy first is the only real cure as all the business gaps, pains, challenges, issues, blockers and friction will be made transparent and filed in a Company Backlog, which they can then Solve every quarterly with their leadership team
To date, the Playing to Win™ Strategy to Execution framework has been implemented by more than 30 CEOs, Managing Directors and General Managers operating businesses of $5m - $50m in annual revenue, looking for their next stage growth, and it has generated over $210m revenue for their businesses, since 2018.
What is Strategy?
Strategy is the disciplined approach to making coordinated and integrated choices that guide an organisation towards achieving its long-term goals. It is not just a set of lofty goals or a collection of tactics; it is a comprehensive plan that aligns resources, actions and decisions to create a sustainable competitive advantage.
Simply put, Strategy is merely Choosing the most Optimum Path to Win… and nothing less.
For us to truly understand what Strategy is, first let’s understand what Strategy IS NOT.
What is NOT Strategy?
Strategy is NOT Tactics: While tactics are specific actions taken to achieve short-term objectives, they are not a strategy. Strategy provides the overarching framework within which tactics are deployed.
Strategy is NOT Goals: Setting goals is important, but goals alone do not constitute a strategy. Strategy involves the plan and discipline thinking, and integrated choices made to achieve those goals.
Strategy is NOT Vision Statements: A vision statement outlines what the world could look like when an organisation pursues their purpose , but it does not provide the roadmap to get there. Strategy bridges the gap between vision and execution.
Strategy is NOT Goals: Setting goals is important, but goals alone do not constitute a strategy. Strategy involves the plan and discipline thinking, and integrated choices made to achieve those goals.
Strategy is NOT Vision Statements: A vision statement outlines what the world could look like when an organisation pursues their purpose , but it does not provide the roadmap to get there. Strategy bridges the gap between vision and execution.
Strategy is NOT Execution:Execution is the specific actions and initiatives with key results that help us and our team to execute our business strategy with responsibility & accountability to achieve the key results towards the desired outcomes.
Strategy is NONE of these things below too! They are Goals, Objectives or Initiatives.
Strategy is NONE of these things below too! They are Goals, Objectives or Initiatives.
What Happens When You Run Your Business Without Strategy?
| Execution without Strategy | Execution with Strategy |
|---|---|
| Fragmented Efforts: Without a strategy, efforts are often disjointed and lack coherence. Different business units, functions or departments may pursue conflicting goals, leading to inefficiencies and possibly countering some of the initiatives of other teams. |
Aligned Efforts: When execution is guided by a well-defined strategy, all efforts are aligned towards common objectives. This ensures that resources are clear on what Initiatives to pursue, who are Responsible and Accountable for it and the Resources will be used efficiently and effectively. |
| Reactive Decision-Making: In the absence of a strategy, decisions are often made reactively, based on immediate needs rather than long-term goals. This often causes operational firefighting. |
Proactive Decision-Making: Strategy provides a clear roadmap, with high-level strategic decisions made, allowing businesses to anticipate challenges and opportunities, and make proactive decisions. |
| Inconsistent Results: Without a clear plan, it is difficult to measure progress or make necessary adjustments, resulting in inconsistent and often suboptimal outcomes. |
Consistent Progress: With a strategy in place, progress can be measured against specific objectives, enabling continuous improvement and adaptation. |
The 4 Key Elements of Strategy
A robust strategy is built on four key elements that work together to create a cohesive and effective plan. These elements are:
1/ Coordinated and Integrated Choices
Strategy involves making a series of coordinated and integrated choices that align with the organisation's goals and objectives.This ensures that all parts of the organisation are working towards the same goals, creating synergy and maximising the impact of each decision.
2/ Optimum Path to Win
Strategy is about choosing the most optimum path to win guided by the Culture Code or Values of the organisation. It involves evaluating different options and selecting the one that offers the best chance of winning. By identifying the most effective path, businesses can allocate resources efficiently, minimise risks, align people, and capitalise on opportunities that provide the highest returns.
3/ Clear Set of Objectives
A successful strategy includes a clear set of objectives, along with projects, tasks, and initiatives designed to achieve the desired outcomes. Clear objectives provide a roadmap for action, ensuring that all efforts are aligned and focused on achieving specific, measurable goals. It also has key results to measure progress and success. This clarity helps in tracking progress and making necessary adjustments along the way.
4/ Alignment with Market Competition
Strategy must be designed to align with how a business will compete in each market for a specific customer segment with its products and services. By understanding the competitive landscape and positioning the business effectively, companies can differentiate themselves, attract the right customers, and build a sustainable competitive advantage.
1/ Coordinated and Integrated Choices
Strategy involves making a series of coordinated and integrated choices that align with the organisation's goals and objectives.This ensures that all parts of the organisation are working towards the same goals, creating synergy and maximising the impact of each decision.
2/ Optimum Path to Win
Strategy is about choosing the most optimum path to win guided by the Culture Code or Values of the organisation. It involves evaluating different options and selecting the one that offers the best chance of winning. By identifying the most effective path, businesses can allocate resources efficiently, minimise risks, align people, and capitalise on opportunities that provide the highest returns.
3/ Clear Set of Objectives
A successful strategy includes a clear set of objectives, along with projects, tasks, and initiatives designed to achieve the desired outcomes. Clear objectives provide a roadmap for action, ensuring that all efforts are aligned and focused on achieving specific, measurable goals. It also has key results to measure progress and success. This clarity helps in tracking progress and making necessary adjustments along the way.
4/ Alignment with Market Competition
Strategy must be designed to align with how a business will compete in each market for a specific customer segment with its products and services. By understanding the competitive landscape and positioning the business effectively, companies can differentiate themselves, attract the right customers, and build a sustainable competitive advantage.
How It All Comes Together
Step 1: Determine Bonus Payout
Replace AWS or 13-month bonus with a performance-driven bonus where every employee gets a bonus based on performance on top of their salary.
Total Compensation = Base Salary + Bonus
Base salary is guaranteed monthly, bonuses are not.
This is how you could split the bonus payout:
Bonus = 50% Organisational Performance + 50% Individual Performance
This aligns with the Playing to Win™ Strategy to Execution framework. Your clients must WIN, your company must WIN, and your employees must WIN too. When all vectors align, all three parties WIN together. This momentum will continue to grow and generate positive outcomes without needing you to drive the team.
To do this, you first need to forecast the budget to allocate as a bonus when your organisational goals are achieved for the year.
The Bonus Plan must be approved by the Managing Director and Board of Directors. This is one example of a Bonus Plan:
• Achieve X Objective + $X profit, pay out 1-2 month bonus
• Achieve Y Objective + $Y profit, pay out 3-4 month bonus
• Achieve Z Objective + $Z profit, pay up to 6 month bonus
For the employee to receive their full bonus, the Company must achieve its Organisational Performance (OKRs), AND the employee must achieve their Individual Performance goals.
Total Compensation = Base Salary + Bonus
Base salary is guaranteed monthly, bonuses are not.
This is how you could split the bonus payout:
Bonus = 50% Organisational Performance + 50% Individual Performance
This aligns with the Playing to Win™ Strategy to Execution framework. Your clients must WIN, your company must WIN, and your employees must WIN too. When all vectors align, all three parties WIN together. This momentum will continue to grow and generate positive outcomes without needing you to drive the team.
To do this, you first need to forecast the budget to allocate as a bonus when your organisational goals are achieved for the year.
The Bonus Plan must be approved by the Managing Director and Board of Directors. This is one example of a Bonus Plan:
• Achieve X Objective + $X profit, pay out 1-2 month bonus
• Achieve Y Objective + $Y profit, pay out 3-4 month bonus
• Achieve Z Objective + $Z profit, pay up to 6 month bonus
For the employee to receive their full bonus, the Company must achieve its Organisational Performance (OKRs), AND the employee must achieve their Individual Performance goals.
Step 2: Grade Organisational Performance
Organisational Performance is graded according to the Company’s top three Objectives for the year.
These must be established at the beginning of the year and must be converted into Specific, Measurable, Achievable, Realistic and Time-bound (S.M.A.R.T.) Objectives to everyone on the team.
Each organisational Objective gets a weightage % based on priority of the year, which is dictated by the Playing to Win™ Strategy.
This allows you to allocate more of the bonus to the most important Objective for the year.
Here’s an example below:
These must be established at the beginning of the year and must be converted into Specific, Measurable, Achievable, Realistic and Time-bound (S.M.A.R.T.) Objectives to everyone on the team.
Each organisational Objective gets a weightage % based on priority of the year, which is dictated by the Playing to Win™ Strategy.
This allows you to allocate more of the bonus to the most important Objective for the year.
Here’s an example below:
