5 linked decisions: Winning Aspiration, Where to Play, How to Win, Capabilities, Management Systems.
The Strategic Choice Cascade is the core model of the Playing-to-Win framework and describes strategy as a cascade of five integrated decisions. Each decision builds on the previous ones and influences those that follow: Winning Aspiration (What do we want to achieve?), Where to Play (Where are we active?), How to Win (How do we win there?), Capabilities (What must we be able to do?), and Management Systems (What supports execution?). The cascade is not linear but iterative: answers at one level can change decisions at other levels.
In practice, the cascade is often used as a worksheet that a leadership team fills out together. The real value lies not in answering the individual questions but in testing for consistency: Do the Capabilities fit the How-to-Win decision? Do the Management Systems support the chosen Capabilities? Is Where to Play compatible with the Winning Aspiration? Inconsistencies between levels are the most common reason why strategies fail in execution.
The model comes from A.G. Lafley and Roger Martin and was developed and tested at Procter & Gamble. The cascade can be applied at the enterprise level, for individual business units, or for product lines.
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