The strategic management literature is replete with seldom-tested directives on crafting strategy. This study used corporate historical analysis of Proctor and Gamble (P&G) to examine the extent to which the company’s near decade (2000-2009) strategies reflect the theoretical rationale of Thompson and Strickland’s popular textbook’s ‘10 Commandments’ of crafting strategy. P&G attributed the decade’s performance to the choices it made by designing the company to lead with clear strategies, core strengths needed to win in the industry, rigorous cash and cost discipline and diversity of leadership. P&G’s strategy partially reflected the predominantly economic themes of the 10 commandments. The company also leveraged dynamic capabilities and harnessed alliance competence, concepts embedded in the evolution of strategic management.