Harvard Business Review

JULY 11, 2013

Any promising new initiative — a stand-alone business venture or an innovation in an established organization — hits roadblocks and unexpected obstacles. Recently I''ve advised entrepreneurs and innovators about a different, seemingly better, dilemma: pop-up opportunities that look like short cuts to success.

Innovation 8

Innovation Porter Merchandising Entrepreneur 8

Harvard Business Review

MARCH 8, 2016

They transfer money away from public treasuries and wage earners to provide a short-term incremental benefit that does nothing to improve the company’s long-term prospects. But neither should they make capital-allocation decisions without regard to the long-term consequences for their own success.

Politics 8

Politics Short-term Long-term Porter 8

Harvard Business Review

NOVEMBER 2, 2017

Today, broadcast and cable television, print journalism, taxi cabs, and (over the longer term) oil and gas are among the industries facing formidable challengers determined to co-opt their purpose. That purpose is bigger than the company itself, providing natural cohesion, and it demands expansive thinking, driving innovation and progress.

Strategy 12

Strategy Company How To Supply Chain 12

Harvard Business Review

JANUARY 13, 2014

And short-term numbers at that. Worshipping at what Christensen calls the “church of finance” hollows out a company’s competitive advantage, as it loses the capacity to invest in innovation that drives the perpetual reinvention so necessary in today’s world of temporary competitive advantage. Innovation Leadership Strategy'

Levitt 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

NOVEMBER 18, 2011

And it's not a short-term problem, either. With such imprecision in the marketplace, companies must take it upon themselves to identify long term risks, quantifying the true value of water in order to steer clear of long-term hazards. Much of the leading work in understanding water risk has come from Coca-Cola.

Supply Chain 14

Supply Chain Long-term Short-term Porter 14

Harvard Business Review

JULY 22, 2015

Barriers to entry are withering, innovations are easily copied, and disruption is everywhere. As Michael Porter argued a long time ago , the simplest measure of competition is profitability. It’s become part of the conventional wisdom. The macro numbers tell a very different story. Just look at what’s happened to workers.

Sull 8

Sull Competitive Advantage Porter Industry 8

Harvard Business Review

JUNE 30, 2011

Michael Porter and Mark Kramer, writing in HBR ( December, 2006 and January-February, 2011 ), advance the idea of creating shared value by developing strategies and policies that enhance the competitiveness of the company while advancing social and economic conditions of the community.

Brand 14

Brand Porter Objective Short-term 14