What is Our Winning Aspiration? Defining Purpose in Strategic Planning
Understanding Winning Aspiration
As outlined in Playing to Win by A.G. Lafley and Roger L. Martin, the first and most fundamental question in strategic planning is: What is our winning aspiration? This question forces organizations to define their purpose, goals, and what winning means to them.
The Foundation of Strategy
According to Lafley and Martin, a winning aspiration is not just a mission statement or vision—it's a clear definition of what success looks like for your organization. It must be specific, measurable, and meaningful to all stakeholders.
Key Elements of a Winning Aspiration
1. Clear Purpose
A winning aspiration must articulate why the organization exists and what it aims to achieve. It should go beyond financial metrics to include the value created for customers, employees, and other stakeholders.
2. Specific Goals
Vague aspirations like "be the best" are not actionable. A winning aspiration must include specific, measurable goals that define what winning looks like in concrete terms.
3. Meaningful to Stakeholders
The aspiration must resonate with employees, customers, investors, and other stakeholders. It should inspire action and guide decision-making throughout the organization.
Examples from Playing to Win
Lafley and Martin provide several examples of winning aspirations from P&G brands:
- Olay: Transform from a beauty brand to a skincare brand that helps women look and feel their best at every age
- Bounty: Become the leading paper towel brand by focusing on superior absorbency and strength
- Gillette: Maintain market leadership by continuously innovating in shaving technology
Application in Product Development
For Product Teams
Product teams should define winning aspirations that answer: What does success look like for this product? This might include user adoption metrics, customer satisfaction goals, or market share targets.
For Engineering Teams
Engineering teams can define winning aspirations around technical excellence, system reliability, or developer productivity. The key is making these aspirations specific and measurable.
Common Pitfalls
- Too Vague: Aspirations that are not specific enough to guide decisions
- Too Narrow: Aspirations that focus only on financial metrics
- Not Actionable: Aspirations that don't translate into concrete actions
- Not Aligned: Aspirations that don't align with organizational capabilities
Best Practices
- Involve key stakeholders in defining the aspiration
- Make it specific and measurable
- Ensure it aligns with organizational values
- Communicate it clearly throughout the organization
- Review and refine it regularly
Conclusion
Defining a winning aspiration is the critical first step in strategic planning. As Lafley and Martin emphasize in Playing to Win, without a clear understanding of what winning means, organizations cannot make effective strategic choices. A well-defined winning aspiration provides direction, inspires action, and serves as the foundation for all subsequent strategic decisions.
Reference
Lafley, A.G., & Martin, R.L. (2013). Playing to Win: How Strategy Really Works. Harvard Business Review Press.