First Friday Book Synopsis

OCTOBER 13, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Solving Problems with Design Thinking: Ten Stories of What Works Jeanne Liedtka, Andrew King, and Kevin Bennett The Multiplier Effect: Tapping the Genius Inside Our Schools Liz Wiseman, Lois Allen, and Elise Porter The Year Without […].

Wiseman 75

Wiseman Porter Blog McKinsey 75

The Practical Leader

AUGUST 10, 2021

” This is a critical problem that’s burning out managers and team members. For decades, Harvard professor Michael Porter has studied, written about, and consulted top companies and countries on competitive strategy. Declining engagement and retention are just two symptoms of the problem.

Team 69

Team Strategic Planning Porter Leadership 69

The Practical Leader

MARCH 29, 2023

These weak leaders manage by activity rather than by results. They documented huge differences in comparing 600 companies. Those accelerated companies were much less effective, and people much more stressed than the more strategic companies. But for other leaders, it’s about face time.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Lead Change Blog

DECEMBER 29, 2015

How can we help the company reach the bottom line? Here they are: Daniel Pink – In 2015, London-based Thinkers 50 named him, alongside Michael Porter and Clayton Christensen, as one of the top 10 business thinkers in the world. James DaSilva – James is a senior editor at SmartBrief and manages SmartBlog on Leadership.

Porter 150

Porter Christensen Consultative Influence 150

First Friday Book Synopsis

SEPTEMBER 28, 2013

He also holds the role of Head of Learning & Collaboration at TELUS where he is responsible for the overarching leadership development, learning and collaboration strategy for the company where he introduced the TELUS Leadership Philosophy and the Learning 2.0 framework […].

Hamel 75

Hamel Porter Wilde Drucker 75

Harvard Business Review

DECEMBER 15, 2011

In a series of books starting with Built to Last , Collins has addressed every manager's ultimate anxiety: performance. Each new book finds just the right question, the point of intersection between the timeless issue — performance — and the timely challenge managers are grappling with today. You have to make good choices.

Porter 15

Porter Collins Competitive Advantage Strategy 15

First Friday Book Synopsis

DECEMBER 18, 2011

To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here. * * * I just finished a two-year project looking at Michael Porter’s [.].

Porter 75

Porter Strategy Review Blog 75

First Friday Book Synopsis

JUNE 28, 2011

Many years later, Michael Porter [.]. In 1963, Peter Drucker observed that “there is surely nothing quite so useless as doing with great efficiency what should not be done at all.&#

Porter 75

Porter Drucker Efficiency Innovation 75

Harvard Business Review

JANUARY 28, 2011

Well, if you're Michael Porter it isn't quite enough: I ran into him yesterday here at Davos and the first thing he said was something along the lines of, "You need more copies of HBR here." And even Porter doesn't try to impose his framework on the discussion of government's role in society. Says Porter when Mahindra is done: "A.

Porter 14

Porter Licensing Article Finance 14

Harvard Business Review

JUNE 19, 2017

In this way, Amazon is a company well suited for its era, as Neil Irwin pointed out last week in the New York Times. Michael Porter would approve. Hastings is betting that Porter’s rules haven’t been repealed. But for most companies, trying to compete on scale with tech’s Frightful Five is a losing gambit.

Porter 10

Porter Company Retail Competitive Advantage 10

CO2

JANUARY 2, 2011

It seems that they are adapting their work from Micheal Porters 5 forces. Process : This business model design has 5 phases; Mobilize, Understand, Design, Implement and Manage. His book Just Ask Leadership - Why Great Managers Always Ask The Right Questions (McGraw Hill 2009). This final chapter puts it all together.

Business Model 141

Business Model Executive Coaching Execution Blog 141

Six Disciplines

APRIL 27, 2011

Therefore, there is also a Six Disciplines company that was established to help companies long-term get established and maintain using this methodology.” “Harpst's book is the first book I’ve read that takes the best education from (Good To Great, E-Myth Manager, others) and combines them into one book.

CTO 101

CTO Books Balanced Scorecard Norton 101

Harvard Business Review

NOVEMBER 2, 2017

Most companies have articulated their purpose — the reason they exist. Seeking to extend its technological edge (particularly in miniaturization), it acquired more than 100 startup companies while pursuing a vast portfolio of research and product development projects. What companies have achieved such clarity of purpose?

Strategy 13

Strategy Company How To Supply Chain 13

First Friday Book Synopsis

SEPTEMBER 20, 2015

He works with companies to develop innovative CSR practices that generate value for both the company and society. Korschun’s academic research appears in the Journal of Marketing, MIT Sloan Management Review, Academy of Management Review, Journal of the Academy of… Read More Daniel Korschun: An interview by Bob Morris.

Review 70

Review Marketing Innovation Company 70

Harvard Business Review

DECEMBER 24, 2013

The result, I think, is a set of ideas that together are important, useful, and original, and that feel like quite an accurate account of the management concerns many of us shared in 2013. The right kind of project management — and project manager — really matters. government, excellent project management is extremely rare.

Management 19

Management Health Care Middle Management Agility 19

Strategy Driven

OCTOBER 30, 2013

Compromise over the important company issues, but dig in and fight forever over smaller topics that are important for you and your career. Try to join as many steering committees as possible, but avoid taking on responsibility as a sponsor or project manager. At least you get some benefit. Always take credit for the work your team did.

Strategy 59

Strategy Strategic Planning Porter Simon 59

Harvard Business Review

DECEMBER 22, 2011

Michael Porter, the world's leading authority on competition and strategy, is sometimes the victim of his own success. But in fact, most managers don't. Managers confuse differentiation with being different. Not least among them is that most companies think they have a strategy when they don't. Here it is.

Porter 15

Porter Strategy Competitive Advantage P&L 15

Harvard Business Review

JANUARY 7, 2013

Many management thinkers argue that it is no longer enough to do well financially; companies also need to improve the well-being of (or at least not harm) the communities in which they operate, the environment, and their employees. Porter and Mark R. Companies are scattered all over this chart. That's the good news.

Company 10

Company Long-term Porter CEO 10

Harvard Business Review

APRIL 17, 2014

And management techniques, practices, and strategies are no different. When you read a business book or attend a presentation on a particular management practice, it is a good habit to explicitly ask, “What might it not be good for?” Take the company Aravind Eye Care in India. When might it not work; what could be its drawbacks?

Management 11

Management Learning Curve Short-term Long-term 11

Harvard Business Review

DECEMBER 8, 2011

I just finished a two-year project looking at Michael Porter's most important insights for managers. Connecting the dots between his classic frameworks ( the five forces , for example) and his latest thinking (the five tests of strategy) gave me a new understanding of the most common mistakes that can derail a company's strategy.

Strategy 15

Strategy Porter ROIC Competitive Advantage 15

Harvard Business Review

OCTOBER 16, 2012

Harvard Business Review was launched precisely 90 years ago this month with an ambitious agenda — to produce a "business theory," based on rigorous research, to help managers run their companies more effectively. HBR's 90th Anniversary: Why Management Matters. We are also, of course, a business. What Makes a Leader?

Levitt 8

Levitt Porter Management Metrics 8

Harvard Business Review

SEPTEMBER 17, 2018

Whether you’ve just started your career or are the CEO of the company, if you’re a woman, people expect you to do routine, time-consuming tasks that no one else wants to do. Lise and Ruchika tell us how they’ve handled these kinds of requests and what managers can do to assign work fairly. Could you take notes?

P&L 10

P&L Porter Download Career 10

Harvard Business Review

AUGUST 19, 2015

Managers want employees to put in long days, respond to their emails at all hours, and willingly donate their off-hours — nights, weekends, vacation — without complaining. Considerable evidence shows that overwork is not just neutral — it hurts us and the companies we work for. Andrew Nguyen/HBR STAFF.

Company 8

Company Stress Porter Long-term 8

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.

Porter 12

Porter Competitive Advantage Safe Harbor Efficiency 12

Harvard Business Review

NOVEMBER 6, 2014

But what many economists generally gloss over is a notion that I will argue is highly complementary to market failures: management failures. Businesses and management experts, in contrast, tend take the opposite position. This is a reminder that serious students of market performance take market failures seriously.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

But what many economists generally gloss over is a notion that I will argue is highly complementary to market failures: management failures. Businesses and management experts, in contrast, tend take the opposite position. This is a reminder that serious students of market performance take market failures seriously.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 30, 2011

But if you want to win, says Michael Porter , this is absolutely the wrong way to think about competition. Management writers — and leaders seeking to inspire — regularly reinforce it by using colorful metaphors from warfare and sports. Companies benchmark each other's practices and products.

Porter 19

Porter Sports Price Benchmarking 19

Harvard Business Review

NOVEMBER 3, 2016

Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. But even the best companies still struggle to make real progress in this area. The Porter model of strategy isn’t obsolete.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

JULY 21, 2014

That’s why I was quite interested to hear about the innovative new educational credential called the “nanodegree,” announced last month with great heraldry by AT&T and Udacity, an online education company founded by a Stanford professor and former Google executive. And companies, not colleges, are better at that.

Skills 8

Skills Porter Education Human Capital 8

First Friday Book Synopsis

DECEMBER 19, 2011

Paul Leinwand is a Partner at Booz & Company based in the firm’s Chicago office. He advises organizations on the topic of strategy, growth, and capability building, with a focus on the consumer product and retail sectors. He also serves as chair of the firm’s Knowledge and Marketing Advisory Council. Paul has coauthored a number [.].

Retail 75

Retail Strategy Marketing Company 75

Harvard Business Review

MARCH 8, 2016

Companies are not squarely to blame for the anger and frustration that have so warped this presidential primary season. companies, but their wrongdoing affected millions of U.S. based companies using questionable corporate practices that are entirely legal. Nor are they entirely innocent. These are not U.S.

Politics 8

Politics Short-term Long-term Porter 8

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? The company struggled, and its stock price fell, until Schultz came back and reversed those decisions. But is constant adaptation always the best policy? Our research indicates it isn’t.

Disruptive Innovation 10

Disruptive Innovation Mass Marketing Fashion Porter 10

Harvard Business Review

JULY 22, 2015

The internet and globalization have combined to render almost every company vulnerable to greater competition than ever. As Michael Porter argued a long time ago , the simplest measure of competition is profitability. The more competition a company faces, the harder it is to make money. Those competitive advantages are real.

Sull 8

Sull Competitive Advantage Porter Industry 8

Harvard Business Review

APRIL 7, 2015

There are new types of insurance companies such as Oscar ; novel provider organizations such as OneMedical , IoraHealth , and ChenMed ; and new health information technology companies such as Castlight , Vital , and WellFrame that aim to use technology to improve care and value. People leadership.

Execution 8

Execution Skills Health Care Porter 8

Harvard Business Review

MARCH 2, 2012

And I needed the kind of advice that only a manager can give. Thanks to our current, bizarre political moment, companies now find themselves awkwardly thrust into the middle of a debate over their employees' most private lives. Actually, none of that has ever happened. Thank heavens.)

Kaplan 20

Kaplan Health Care Insurance Porter 20

Harvard Business Review

JANUARY 13, 2014

The article castigated companies for losing sight of the essence of their business, setting themselves up for challenges from competitors and, ultimately, for obsolescence. And yet, more than 50 years later, companies have become worse, not better, at answering it correctly – far worse. No, it’s to maximize shareholder value.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

OCTOBER 4, 2013

From Michael Porter to Costas Markides and through the Blue Oceans of Kim and Mauborgne, strategy scholars have been urging executives to distinguish their firm’s offerings and carve out a unique market position. They carefully foster their status by claiming to always hire the brightest people and work for the best companies.

McKinsey 13

McKinsey Mauborgne Competitive Advantage Porter 13