Harvard Business Review

FEBRUARY 24, 2011

At the same time, the federal and state governments understand that their budgets can't muster all the ideas, products and services that are needed to solve the problems facing us. This cover story, by Michael Porter, suggests that companies and government need to get outside an outdated approach to value creation.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

JANUARY 17, 2017

The Arsenal, an advanced naval munitions factory that anticipated by several centuries the production-line method of manufacture, was the beating heart of the Venetian naval industry. From the thirteenth century on, the Arsenal nurtured creativity and spurred innovation and entrepreneurship in the construction of its galleys.

Innovation 8

Innovation Strategic Fit Competitive Advantage Porter 8

Chartered Management Institute

NOVEMBER 15, 2023

It was undoubtedly a productive and fruitful year for CMI Hong Kong, as membership has grown continuously. The common fundamental ingredients for success identified by the speakers were: resilience, agility, creativity, innovation, care, evolution, enthusiasm, and passion.

Webinar 98

Webinar Education Conference Industry 98

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

JULY 29, 2014

As the Internet of Things (IoT) spreads, the implications for business model innovation are huge. In traditional product companies, creating value meant identifying enduring customer needs and manufacturing well-engineered solutions. But in a connected world, products are no longer one-and-done.

Business Model 14

Business Model Venture Capitalist Disruptive Innovation Porter 14

Harvard Business Review

MARCH 26, 2012

In the game of innovation, there is next to no time to rest. 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

FEBRUARY 27, 2012

Michael Porter has done us all a service in identifying that the wealth of modern economies comes from the productivity, innovation and high wages found in their clustered industries — those industries that are found only in certain geographic areas and trade most of their output outside their home areas, both nationally and internationally.

Creativity 15

Creativity Porter Industry Pharmaceuticals 15

Harvard Business Review

NOVEMBER 30, 2011

But if you want to win, says Michael Porter , this is absolutely the wrong way to think about competition. Companies benchmark each other's practices and products. Instead, Porter urges a different kind of competition: compete to be unique. Copycat products and services will always make sense. Profitability deteriorates.

Porter 19

Porter Sports Price Benchmarking 19

Harvard Business Review

NOVEMBER 16, 2011

Creating shared value , a paradigm for how companies engage with society pioneered by Michael Porter and FSG, captures this trampoline mentality very well. When corporations create shared value they increase their profits and create greater social impact, resulting in powerful transformations and innovations in both business and society.

Porter 14

Porter Supply Chain Energy Competitive Advantage 14

Harvard Business Review

JANUARY 10, 2011

In short, the art and practice of capitalism itself might need deep-rooted innovation. And while I'm delighted that giants (many of my intellectual heroes, truth be told) like Porter, Peter Senge, Gary Hamel, Martin Wolf, and others agree, it's another matter to get to the other side. There probably aren't any, and that's the point.

Porter 16

Porter Short-term Senge Hamel 16

Harvard Business Review

SEPTEMBER 17, 2013

But research into the inner workings of teams, particularly creative teams, suggests a different conclusion, one supported by experience from many of the most innovative companies: The best teams might temporary, with members forming around a given project and then going their separate ways to work on new projects.

Team 10

Team Diversity Porter Project 10

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.

Management 18

Management Health Care Middle Management Agility 18

Harvard Business Review

JANUARY 13, 2014

Levitt agreed, noting that the trouble starts when over time companies come to define themselves not by what they do for customers but by the products they sell or the categories in which they compete. Innovation Leadership Strategy' Peter Drucker famously said that the point of a business was to create a customer.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

JULY 27, 2016

I first started working for Apple on the PR agency side at Porter Novelli in Sydney, Australia in 1997. Steve Jobs had just returned to the company and the product line was a shamble of computers with confusing names, printers, scanners, and a curious, yet ill-conceived PDA called the Newton. Wesson Wang. Value reporters time.

PR 8

PR Press Release Report Porter 8

Harvard Business Review

APRIL 15, 2014

But it replaced one that had played music of the 1930s and ‘40s, prompting those customers who enjoyed classics from the likes of Irving Berlin, Cole Porter and the Gershwins to cancel their subscriptions. If the changes are well received, you can expand and integrate them, and/or spin them out into a separate store, division or product line.

Disruptive Innovation 9

Disruptive Innovation Mass Marketing Fashion Porter 9

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. Overall productivity growth has actually been below historical levels for the last decade. The macro numbers tell a very different story.

Sull 8

Sull Competitive Advantage Porter Industry 8

Harvard Business Review

NOVEMBER 2, 2017

Seeking to extend its technological edge (particularly in miniaturization), it acquired more than 100 startup companies while pursuing a vast portfolio of research and product development projects. That purpose is bigger than the company itself, providing natural cohesion, and it demands expansive thinking, driving innovation and progress.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

MARCH 8, 2016

Escalating wealth driven by a bull market cannot be divorced from the atrophying of the middle class when stock repurchases and cash reserves nudge earnings per share and stock prices higher but do nothing to create employment or increase national productivity. Nor does political rebellion serve companies or their shareholders well.

Politics 8

Politics Short-term Long-term Porter 8

Harvard Business Review

JANUARY 12, 2012

To deliver goods and services at that singular instance, industries will adopt production and distribution models. If you are at all familiar with Michael Porter's work , think about this as an industry developing its value chain. Outline, in detail, how you create and deliver the products and services your customers value.

Technology 14

Technology Retail Supply Chain Business Model 14

Harvard Business Review

JUNE 19, 2014

That choice cuts to the heart of Alibaba, according to Porter Erisman, who served as a vice president at the company from 2000 to 2008, and whose documentary on his time there debuted in 2012. Though Ma’s apartment no longer serves as a rite of passage for Alibaba’s innovators, the culture it created lives on.

Porter 8

Porter Decentralization Film Project 8

Harvard Business Review

JUNE 7, 2012

A result that is exacerbated by the simultaneous decrease in the cost of innovation and the rise of new approaches, like Y Combinator's systematic incubation factory, Kickstarter's crowd-funding platform, and super angels like Ron Conway. A related possibility is that a majority of venture capitalists use flawed theories of startup success.

Venture Capitalist 15

Venture Capitalist Christensen Incubator Porter 15

Harvard Business Review

JANUARY 7, 2013

Porter and Mark R. At Adidas, CEO Herbert Hainer oversaw the implementation of a triple-bottom-line philosophy, a massive push to slash the company's carbon footprint, and the increased use of recycled polyester as well as sustainably farmed cotton in products. See, for example, " Creating Shared Value ," by Michael E.

Company 10

Company Long-term Porter CEO 10

Harvard Business Review

JULY 1, 2014

By contrast, disruptors like Tesla (or, for that matter, Google ) gain a new advantage by understanding, leveraging, and ultimately staking a claim in the broader ecosystem, drawing heavily on innovation from outside traditional industry boundaries. Not exactly – despite the product it markets and sells to consumers.

Automotive 8

Automotive Industry Disruptive Innovation Open-book 8

Harvard Business Review

APRIL 30, 2015

These are companies like Hooven-Dayton in Miamisburg, Ohio which provides labels for Tide and Mr. Clean products. corporations and for companies considering moving production back to the U.S. For example, a research and supplier park established in Prince George, Virginia in 2010 was part of bringing Rolls Royce production to the area.

Supply Chain 8

Supply Chain Rivkin Venture Capitalist Policies 8

Harvard Business Review

JUNE 7, 2012

A result that is exacerbated by the simultaneous decrease in the cost of innovation and the rise of new approaches, like Y Combinator's systematic incubation factory, Kickstarter's crowd-funding platform, and super angels like Ron Conway. A related possibility is that a majority of venture capitalists use flawed theories of startup success.

Venture Capitalist 13

Venture Capitalist Christensen Incubator Porter 13

Harvard Business Review

AUGUST 5, 2015

In most countries, both developed and developing, private employment and median family income have stopped growing at the same pace as labor productivity and real GDP per capita—mostly due, they argue, to technological advances. Consider the global trends cited by Erik Brynjolfsson and Andrew McAfee in a recent interview with HBR.

GDP 8

GDP Porter Education Globalization 8

Harvard Business Review

DECEMBER 29, 2011

First off, our most popular podcast this year was Justin Fox's interview with Bob Pozen, " Productivity Secrets of a Very Busy Man." Our most-watched video was " Rethinking Capitalism " with Harvard Business School professor Michael Porter. Our contributors weighed in with their innovations (and innovators) to watch.

Video 15

Video Porter Charisma Customer Loyalty 15

Harvard Business Review

OCTOBER 21, 2016

Michel Porter and Mark Kramer pioneered the idea of “creating shared value,” arguing that businesses can generate economic value by identifying and addressing social problems that intersect with their business. Fostering innovation. billion in mining projects since 2010.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 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. Second, the issues are complex.

Brand 14

Brand Porter Objective Short-term 14

Harvard Business Review

NOVEMBER 18, 2011

billion in agricultural production alone. The first corporate water footprint was jointly published by SABMiller and WWF in 2009, and since then Coca-Cola, Nestle, and UPM-Kymmene, and others have published footprints for key product lines. The economic cost of the drought has been incredible; Texas lost $5.2

Supply Chain 14

Supply Chain Long-term Short-term Porter 14

Harvard Business Review

JUNE 16, 2015

It has become an axiom that “strategy is about making hard choices,” as we have been advised for over 20 years by leading thinkers including Michael Porter and Roger Martin. ” Faced with hard choices, innovators find ways to transcend the tradeoffs. Click on a product and you can make a purchase.

Chief Operating Officer 8

Chief Operating Officer Apparel Marketing Porter 8

Harvard Business Review

APRIL 2, 2018

Employees at every level can see and take pride in the way their company’s new products, strategies, and operational choices advance a clear social purpose. Stephen Smith for HBR. “Why don’t we get credit for all the good things we do?” ” the CEO of a major global corporation asked me recently.

Company 9

Company Supply Chain Competitive Advantage Audience 9

Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. Hamel and Prahalad combined the old resource view with an emphasis on differentiation, made popular in the 1980s by Michael Porter.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

OCTOBER 13, 2015

But, as Michael Porter and Robert Kaplan of Harvard Business School have argued , we need to examine costs at a more granular level at which clinical outcomes are matched with the business and administrative processes. Aggressive supply-side reforms.

Health Care 8

Health Care Insurance Price Cost 8

Harvard Business Review

FEBRUARY 20, 2013

Social Media, Social Business, Social Innovation, Social Era — are they all the same, or are they quite different? The term "social media" was popularized by Chris Shipley in 2004 , as she described the impact of influencers and bloggers in shaping product adoption, more so than traditional media outlets. Enterprise 2.0,

Media 8

Media Supply Chain Tools Porter 8

Harvard Business Review

JANUARY 23, 2015

Drucker’s theory of the business was a set of assumptions about what a business will and won’t do, closer to Michael Porter’s definition of strategy. A new business model may turn on designing a new product for an unmet need or on a process innovation. It was still not clear that the model made sense.”

Business Model 8

Business Model Drucker Christensen P&L 8

Harvard Business Review

JANUARY 14, 2013

As someone who works with a variety of organizations in my roles as strategy and innovation consultant, venture capitalist, professor, and mentor, this question intrigues to me. The differences were more along traditional business characteristics: virtual vs. physical product or service, B2B vs. B2C, etc. All businesses are social.

Venture Capitalist 9

Venture Capitalist Business Model B2C Entrepreneur 9