Management Marketing Porter Strategic Planning 
The Practical Leader
AUGUST 10, 2021
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?” ” This is a critical problem that’s burning out managers and team members. Fall is a popular time for strategic planning sessions.
CO2
JANUARY 2, 2011
The Empathy Map looks like this: In this chapter the authors walk you through processes to arrive a enhanced design like Customer Insights, ideation, providing an introduction to the value of visual thinking, how to use prototyping, story telling, and Scenario Planning. This final chapter puts it all together. I really enjoyed this book.
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Strategy Driven
OCTOBER 30, 2013
Blame the market, other departments or poor IT-systems for the fact that you are not taking brave, independent action. Try to join as many steering committees as possible, but avoid taking on responsibility as a sponsor or project manager. Strategic Planning execution innovation leadership strategy' Never take the blame.
Harvard Business Review
DECEMBER 22, 2011
Michael Porter, the world's leading authority on competition and strategy, is sometimes the victim of his own success. But in fact, most managers don't. Any plan or program is called a strategy. Managers confuse differentiation with being different. Competition is about profits, not market share.
Harvard Business Review
DECEMBER 8, 2011
I just finished a two-year project looking at Michael Porter's most important insights for managers. Here are five more traps I've seen managers fall into over and over again. Understanding Porter's strategy fundamentals will help you to avoid them. Confusing marketing with strategy. Mistake #1. Mistake #4.
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