Company Diversity Operations Porter 
Harvard Business Review
APRIL 2, 2018
Companies keep trying to show the world that they are socially conscious and keep losing the battle. investors who ultimately determine the company’s value and fate. investors who ultimately determine the company’s value and fate. Many companies can and do create immense positive social impact.
Harvard Business Review
MARCH 26, 2012
In other words, the advantages of size gave some companies a bit of safe harbor. Where most managers are forced to spend their days figuring out the next best iteration on their products or services, a handful of companies have been able to exploit scale instead of vision in their pursuit of profit. Consider Porter's value chain.
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Harvard Business Review
JUNE 19, 2014
This decision — to bet the company on a new and distinct business — was the first such move by Ma, but it would become the cornerstone of Alibaba’s strategy. Today, Alibaba looks more like a conglomerate than a typical tech company, with a diverse set of businesses operating largely independently.
Harvard Business Review
MARCH 8, 2013
Gurus Michael Porter and Mark Kramer have tried to reframe the role of CSR by putting forth the concept of Creating Shared Value (CSV) as an alternate model, with "innovation and growth" as one of three primary value propositions. We worked with a diverse network of partners as part of PopTech's Innovation Accelerator program.
Harvard Business Review
NOVEMBER 13, 2012
The breadth of article topics was large and the sample of rhetorical styles diverse. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. In better times, companies are attracted to ideas that help them do their work more effectively. Link the New to the Old.
Harvard Business Review
JUNE 18, 2018
Six years ago, Harvard’s Michael Porter and FSG’s Mark Kramer made the bold statement that shared value — the idea that the purpose of a company is to achieve both shareholder profit and social purpose — would “reinvent capitalism.” It must be woven into a company’s operational fabric.
Harvard Business Review
JULY 22, 2015
.” Hanguk was a large, fast-growing company with diversified interests spanning electronics, biotechnology, shipping, construction, and chemicals. He’d always pushed Mark to advance in his career, and this was an internal promotion, on a three-year contract, so they’d still be working for the same company.
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