Not every strategy needs a "where to play"

I find it doesn’t fit any established business

Following the Playing to Win cascade, especially ‘Where to Play,’ is limited to a few scenarios.

You have to consider geography, channels, product category, and customer segments.

It feels like you’re reestablishing the entire business every time you choose a strategy.

Yes, these components need to be revisited—but that depends on the scenario.

The strategy cascade framework, to me, is for businesses that:

1. Is building a new product
2. Expanding into a new market
3. Has a range of product categories
4. Is a newly established business
4. Has never defined a business strategy

As someone with multidisciplinary design skills, I asked the following questions:

- What if the product has been recently innovated?
- What if the market is shifting or unstable?
- What if the business is facing challenges?
- Are business strategies only about expansion?

Looking at these scenarios, the Playing to Win framework doesn’t quite fit. If you were to follow the steps.

You can choose any area of the company as the focus of your business strategy.

You can base your strategy on market trends, improving internal capabilities, or overcoming challenges.

Strategy is designing the means to reach a goal.

Do you follow a strict formula?

P.S.S I'm building a business strategy tool that uses real-time trends to help companies like yours discover new opportunities and stay ahead—based on your industry, size, and region.
It also provides a clear roadmap, required resources, and actionable steps.
Interested? Just reply or reach out.

Thanks for reading,

Ahmed