Harvard Business Review

APRIL 26, 2011

Michael Porter and Mark Kramer's article in January's HBR tries to advance our world's shared values by arguing that doing right is the best long-term business strategy. But first, let's praise Porter and Kramer. Their article puts Porter's reputational weight behind an idea that in itself has, well, shared value.

Porter 14

Porter Morale Supply Chain Long-term 14

Harvard Business Review

APRIL 21, 2015

Back in the early 1960s, the great Boston Consulting Group founder and strategy theorist Bruce Henderson asserted that there was only one way to successfully compete: gain a relative market share advantage over all competitors so as to have lower costs than all of them. Theoretical Appeal. Why does it have that characteristic?

Competitive Advantage 8

Competitive Advantage Porter Henderson Price 8

Harvard Business Review

APRIL 15, 2014

By now, the idea that organizations must adapt in order to maintain both relevance and market share in a rapidly changing world is so ingrained that it’s been reduced to pithy sayings. Indeed, any company considering an adaptation initiative should first ask itself five questions: Do your customers really want you to change?

Disruptive Innovation 10

Disruptive Innovation Mass Marketing Fashion Porter 10

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

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

MAY 13, 2011

This problem is as real for consumer-centric organizations as for corporations looking for opportunities to share value beyond their shareholders (as Michael Porter and Mark Kramer recently discussed in the pages of HBR ). That is, how exactly do you price so that you consumers feel happy and come back for more?

Price 14

Price Porter Early Adopters Long-term 14

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.

Porter 12

Porter Competitive Advantage Safe Harbor Efficiency 12

Harvard Business Review

JULY 24, 2014

Ever since the International Charter on Space and Major Disasters was signed in 1999, satellite companies like DMC International Imaging have had a clear protocol with which to provide valuable imagery to public actors in times of crisis. Below is satellite imagery the company provided to Algeria to help track the spread of locusts.).

Porter 10

Porter Competitive Advantage Core Competence Crisis 10

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

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

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. 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.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

MARCH 2, 2011

Some tentative conclusions: There is not much of a market for stand-alone strategy studies any more. The days when you could make a living responding to companies' discovery of strategy, as in "Gosh, we gotta get ourselves one of those," are gone with the 1970s (or maybe the 1990s in the "developing world"). Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

FEBRUARY 24, 2011

Companies realize there will be serious challenges to American competitiveness if major issues such as the environment are not addressed with new initiatives. This cover story, by Michael Porter, suggests that companies and government need to get outside an outdated approach to value creation. trillion by 2020.

Innovation 15

Innovation Succession Porter Venture Capitalist 15

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

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

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

JANUARY 23, 2013

Increasingly, I see people looking starry-eyed to business and markets to solve social problems. My view is that pretending companies and markets hold all the answers actually puts at risk our ability to deal with our most pressing societal problems — and to help our most vulnerable citizens. I have an M.B.A.

Porter 9

Porter Welch Health Care Marketing 9

Harvard Business Review

JANUARY 13, 2011

We aren't the first to see that the world has changed and free market competition no longer produces benefits as if by an invisible hand. Before 1850 there was the market economy, in which many players, engaged in something plausibly resembling perfect competition , collectively met demand without any grand plan to do so.

Competitive Advantage 15

Competitive Advantage Porter Politics Marketing 15

Harvard Business Review

JUNE 3, 2011

One company that I worked with found that the accuracy of market forecasts for new-to-the-world ideas was roughly equivalent to using the results of a random number generator. That is, something that is just good enough to start the in-market testing process. Consider a newspaper company we worked with a couple of years ago.

Innovation 15

Innovation Market Segmentation Porter Sharpe 15

Harvard Business Review

JULY 1, 2014

Why would the leading company in EVs voluntarily open up its technology to competitors? Is Tesla even an automotive company? Not exactly – despite the product it markets and sells to consumers. Successful companies don’t play a role ; they excel at an activity. The Internet’s response was to ask a collective “Why?”

Automotive 9

Automotive Industry Disruptive Innovation Open-book 9

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

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

NOVEMBER 6, 2014

Not for the highly-regarded work on competition between small numbers of firms with which his career began more than thirty years ago but for more recent work on how carefully structured regulation can improve performance relative to unbridled market forces. Neither school of thought, though, has it quite right.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

Not for the highly-regarded work on competition between small numbers of firms with which his career began more than thirty years ago but for more recent work on how carefully structured regulation can improve performance relative to unbridled market forces. Neither school of thought, though, has it quite right.

Management 8

Management Crisis Porter Credit Rating 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. In the Company of Givers and Takers.

Management 19

Management Health Care Middle Management Agility 19

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

OCTOBER 15, 2014

The academic study of strategy took a big leap forward in the 1970s when Michael Porter of HBS looked at earlier economic research on industry structure and noticed that market power — which economists wanted to minimize — was the same thing as sustained profitability, which corporate executives wanted to maximize.

Strategy 8

Strategy Rivkin Game Theory Porter 8

Harvard Business Review

MAY 1, 2015

” The men thought that these customers, on arrival, really did not need a porter to pick up their luggage and carry it to their room – after all, they had likely just brought it all the way from the airport on their own. As they put it, “a mix of explorer, professional, and shopper.”

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. After her beloved boss was fired, she took the show on the road, and got a job teaching cooking classes at Price Chopper supermarkets across the region. Build your platform.

Reputation 8

Reputation Case Study Ries Kotter 8

Harvard Business Review

JUNE 23, 2017

Insurers, along with public services, can directly “monetize” better individual behavior as healthier or safer individual outcomes, lower claims costs, and improve risk pools, which can be translated into lower-priced premiums and a competitive advantage in the marketplace. million people.

Insurance 9

Insurance Company Competitive Advantage Porter 9

Harvard Business Review

AUGUST 23, 2017

The idea that companies face enormous pressure to deliver short-term results at the expense of long-term health is widespread among executives. You can go back 25 years and hear the same argument from Michael Porter. Porter said the U.S. companies are too short-term has been with us for roughly 40 years, if not longer.

Short-term 8

Short-term Porter Long-term Kaplan 8

Harvard Business Review

FEBRUARY 16, 2017

Securities and Exchange Commission (SEC) has taken actions to force companies to disclose climate change–related risks. The Trump administration has threatened to roll back those requirements, which would hurt companies, investors, and consumers.

Company 9

Company Porter Forrester Simon 9