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How Your Leadership Team Can Slow Down to Speed Up

The Practical Leader

An old fable tells of a farmer with a wagon brimming full of cabbage heading to a new market. He stops for directions and asks, “How far is it to the market?” For decades, Harvard professor Michael Porter has studied, written about, and consulted top companies and countries on competitive strategy.

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Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

RSS Feed Schedule a Call Free E-Book Assessment Test Coffee Schedule Coaching Lunch About Us CO2 Story Our Approach Our Successes Our Executive Coaches Gary B. It seems that they are adapting their work from Micheal Porters 5 forces. These are: Customer Segments – An organization serves one or several customer segments.

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Why the Problem with Learning Is Unlearning

Harvard Business Review

In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership. In strategy, an entire generation grew up with Michael Porter’s five forces. The Porter model of strategy isn’t obsolete.

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The Best Companies Know How to Balance Strategy and Purpose

Harvard Business Review

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Insight Center.

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In 2014, Resolve to Make Your Business Human Again

Harvard Business Review

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm.

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Three Unexpected Ways to Help with Disaster Recovery

Harvard Business Review

They can examine the company's core operations to discover ways to help make a difference while continuing to make a profit. It's an approach we call creating shared value ( my coauthor Mark Kramer and FSG cofounder Michael Porter wrote about this in Harvard Business Review ). But business leaders shouldn't stop with their foundations.

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How Big Business Created the Politics of Anger

Harvard Business Review

politics is not merely the inevitable result of our free-market system; it is also a consequence of the choices our business leaders make. Had corporate executives made that choice, the shape of the economic recovery, average wages, and economic inequality would look very different today. Nor are they entirely innocent.