Harvard Business Review

NOVEMBER 13, 2012

Shifting from Drucker's erudition and measured tone to Hammer's revolutionary and provocatively violent declarations ("don't automate, obliterate") was a bit dizzying. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. Understand the "P-Cycle."

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

AUGUST 5, 2015

As a result, according to HBS’s Michael Porter, Singapore developed a highly efficient civil service elite that has been able to dynamically shift policies and priorities over time. This post is one in a series of perspectives by presenters and participants in the 7th Global Drucker Forum , taking place November 5-6, 2015 in Vienna.

GDP 8

GDP Porter Education Globalization 8

Harvard Business Review

NOVEMBER 6, 2014

The section on the profit maximization hypothesis at the end of the introductory chapter of his classic 1988 textbook on industrial organization concludes by saying that even if a firm doesn’t maximize profits, it can be treated, for the purposes of many of its interactions with the outside world, as if it does. Even Tirole betrays this bias.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

The section on the profit maximization hypothesis at the end of the introductory chapter of his classic 1988 textbook on industrial organization concludes by saying that even if a firm doesn’t maximize profits, it can be treated, for the purposes of many of its interactions with the outside world, as if it does. Even Tirole betrays this bias.

Management 8

Management Crisis Porter Credit Rating 8

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

MAY 7, 2014

If dead, despotic French emperors are not really your style, Michael Porter said it like this: “The essence of strategy is choosing what not to do.”. Yet, three pervasive myths continue to make strategic thinking an elusive skill set in today’s organizations. Sounds simple enough. Myth 1: Productivity is the goal.

Strategic Planning 13

Strategic Planning Planning Porter Project 13