Luke Hartsock

“A Complement to Choice I don’t claim that consumer choice is never conscious, or that the quality of a value proposition is irrelevant. To the contrary: people have to have a reason to buy a product in the first place. And sometimes a new technology or a new regulation enables a company to demand consideration of a product—by radically lowering the price, offering new features, or providing a wholly new solution to a customer need. Robust where-to-play and how-to-win choices, therefore, are still essential to strategy. Without a value proposition superior to those of competitors that are attempting to appeal to the same customers, a company has nothing to build on.”
― Roger L. Martin, A New Way to Think: Your Guide to Superior Management Effectiveness

“We push teams to specify in detail the advantage they aim to achieve or leverage, the scope across which the advantage applies, and the activities throughout the value chain that would deliver the intended advantage across the targeted scope. Otherwise, it is impossible to unpack the logic underlying a possibility and to subject the possibility to subsequent tests.”
― Roger L. Martin, A New Way to Think: Your Guide to Superior Management Effectiveness

“Having recognized that a choice needs to be made, you can now turn to the full range of possibilities you should consider. These might be versions of the options already identified.”
― Roger L. Martin, A New Way to Think: Your Guide to Superior Management Effectiveness

“This insight prompted Lafley to switch the bonus metric from TSR to something called operating TSR, which is based on a combination of three real operating performance measures—sales growth, profit margin improvement, and increase in capital efficiency. His belief was that if P&G satisfied its customers, operating TSR would increase, and the stock price would take care of itself over the long term. Moreover, operating TSR is a number that P&G’s business unit presidents can truly influence, unlike the market-based TSR number.”
― Roger L. Martin, A New Way to Think: Your Guide to Superior Management Effectiveness