Harvard Business Review

APRIL 15, 2014

Indeed, any company considering an adaptation initiative should first ask itself five questions: Do your customers really want you to change? If you bounce from one strategy (say, low prices) to another (full service) and back again, people won’t know what you stand for. But is constant adaptation always the best policy?

Disruptive Innovation 10

Disruptive Innovation Mass Marketing Fashion Porter 10

Harvard Business Review

APRIL 23, 2015

Your prices must be higher or your costs, including the cost of your balance sheet and the cost of taxes, must be lower. Every day entrepreneurs find new ways of getting higher prices than competitors or of reducing costs below those of competitors. Porter had it figured out in the mid-1980s. Strategies for staying ahead.

Strategy 8

Strategy Porter Price Cost of Capital 8

Harvard Business Review

DECEMBER 24, 2013

Meanwhile, Michael Porter explains exactly how health care needs disrupting, professors from INSEAD and MIT debate the merits of the MOOCs that might upend higher education, and our own Sarah Green tells publishers to quit whining about disruption and start enjoying the innovation that goes along with it. The Price of Incivility.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

JULY 22, 2015

The internet and globalization have combined to render almost every company vulnerable to greater competition than ever. Barriers to entry are withering, innovations are easily copied, and disruption is everywhere. As Michael Porter argued a long time ago , the simplest measure of competition is profitability.

Sull 8

Sull Competitive Advantage Porter Industry 8

Harvard Business Review

OCTOBER 21, 2016

Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. We exclude companies with a traditional CSR program that supports employee volunteering in the community – this does not by itself qualify as sustainability.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

NOVEMBER 18, 2011

While this reality poses grave risks to thousands of communities, it is also the driver of a daunting, and often confusing, economic dilemma which businesses must prepare for.It's time for companies operating in the many dry regions around the world to equip themselves with the tools and mindset they need to navigate this new normal.

Supply Chain 14

Supply Chain Long-term Short-term Porter 14

Harvard Business Review

APRIL 17, 2013

There is a clamor of voices demanding the rebooting of capitalism, from academics (such as Michael Porter) and politicians (like Al Gore) to investors (such as CalPERS) and Occupy''s street activists. The system has lost sight of the point of reporting: to give companies access to financial capital by communicating their value to investors.

Report 8

Report Short-term Press Release Compliance 8

Harvard Business Review

JULY 18, 2017

Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. So, if the company misses its quarterly earnings target, they sell their shares. Some companies take matters into their own hands.

Short-term 8

Short-term Intangible Assets Hedge Long-term 8

Harvard Business Review

JULY 1, 2014

Why would the leading company in EVs voluntarily open up its technology to competitors? By contrast, disruptors like Tesla (or, for that matter, Google ) gain a new advantage by understanding, leveraging, and ultimately staking a claim in the broader ecosystem, drawing heavily on innovation from outside traditional industry boundaries.

Automotive 9

Automotive Industry Disruptive Innovation Open-book 9

Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. In better times, companies are attracted to ideas that help them do their work more effectively. Similarly, scholars in the U.S.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

AUGUST 11, 2014

Michael Porter, the strategy expert, believes that the HBS approach is the right one. Clay Christensen, the innovation expert, advocates instead the approach taken by Wharton, which has made MOOCs out of all its core courses. The company simply straddled the two channels, without creating any operating linkages across them.

Christensen 15

Christensen Education Discount Class 15

Harvard Business Review

FEBRUARY 14, 2012

"This business model is right for a company selling Purina Dog Chow, circa 1970.". Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. But too many major companies — Bank of America, Sony, Gap, Yahoo, Nokia — that need to get it, don't.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

MAY 1, 2015

As Levie put it, “in this industry, people already think they have innovated if they have painted a grey wall green.” In contrast, citizenM accepts no such corporate clients, but prices all their rooms in real-time, dependent on supply and demand. ” They two men were plotting to change that.

Industry 8

Industry Hotels Travel Airlines 8

Harvard Business Review

NOVEMBER 22, 2012

Sometimes, it seems they've always loomed large: for decades, Michael Porter has been synonymous with strategy, and John Kotter with change management. magazine, speaking at major conferences, and advising the White House on innovation. Other times, the explosion onto the scene is fast and furious. Build your platform.

Reputation 8

Reputation Case Study Ries Kotter 8

Harvard Business Review

NOVEMBER 6, 2014

And Michael Porter and Mark Kramer point to a big pot of gold for businesses that properly internalize the social consequences of their decisions instead of incorrectly externalizing them. For instance, poor decisions by managers at a company will be of more concern if the company is one of a few or, even worse, a monopoly.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

And Michael Porter and Mark Kramer point to a big pot of gold for businesses that properly internalize the social consequences of their decisions instead of incorrectly externalizing them. For instance, poor decisions by managers at a company will be of more concern if the company is one of a few or, even worse, a monopoly.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

JUNE 3, 2011

Innovators have to deal with particularly insidious lies — things that people say that they believe are true, but actually aren't. Innovators working on new ideas often show early versions to customers to assess "purchase intent." Consider a newspaper company we worked with a couple of years ago.

Innovation 15

Innovation Market Segmentation Porter Sharpe 15

Harvard Business Review

MAY 12, 2015

If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. It was this received opinion Michael Porter was questioning when, in 1979, he mapped out four additional competitive forces in “ How Competitive Forces Shape Strategy.”

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

JANUARY 28, 2015

What successful companies are doing right. The implications of that insight were becoming obvious for companies that sold information, like newspapers and encyclopedias. Insight Center. Making Money with Digital Business Models. Sponsored by Accenture. But every business is an information business, they stressed.

Porter 8

Porter Power Competitive Advantage Film 8

Harvard Business Review

JANUARY 27, 2012

With six to eight boutiques opening every day, at prices 50 percent below retail, Mack says the goal is to make every day "Black Friday" — without selling out too fast given the 72-hour lifetime of each boutique. Its latest funding round last year established a company valuation of $700 million.

Retail 15

Retail Fashion Merchandising Apparel 15