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

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

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

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 This cover story, by Michael Porter, suggests that companies and government need to get outside an outdated approach to value creation.

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

AUGUST 11, 2014

Michael Porter, the strategy expert, believes that the HBS approach is the right one. The company simply straddled the two channels, without creating any operating linkages across them. The company finally began to move in this direction in 2000, but too late to thwart Amazon. They say yes; I say no..

Christensen 15

Christensen Education Discount Class 15

Harvard Business Review

MARCH 2, 2011

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"). Strategy has triumphed, the installed base is huge, no self-respecting company would be without one. Monitor & Co.,

Consultative 15

Consultative Strategy McKinsey Porter 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

JANUARY 23, 2013

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. Other objectives can but there is a price to be paid. Too often people equate "business thinking" with effectiveness.

Porter 9

Porter Welch Health Care Marketing 9

Harvard Business Review

NOVEMBER 13, 2012

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. Note that all of these examples are Japanese companies, though non-Japanese firms are also mentioned.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

JANUARY 13, 2011

Under managerial capitalism, overall production was no longer driven by market mechanisms; it was decided on by skilled managers in large companies. Rockefeller or Andrew Carnegie, operating deliberately and with sufficient power and intent to change the shape of markets. This, to a firm, is a horror to be avoided: a buyer's market.

Competitive Advantage 15

Competitive Advantage Porter Politics Marketing 15

Harvard Business Review

NOVEMBER 6, 2014

In this worldview, disasters only happen because the rules of the game in which the businesses operate must be flawed. 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.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

In this worldview, disasters only happen because the rules of the game in which the businesses operate must be flawed. 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.

Management 8

Management Crisis Porter Credit Rating 8

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

DECEMBER 15, 2015

So activists and consumers increasingly looked directly at companies themselves for changes in how natural resources were used. What are some recent ways that companies have responded to sustainability challenges? Nobody had put a price on the fish—it was free if you had the tools to get it. Fisheries, for example.

Price 8

Price Constraint Resources Cost 8