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. Your purpose — preserving food — had been co-opted. All the strengths you had worked so hard to build no longer mattered.

Strategy 13

Strategy Company How To Supply Chain 13

Harvard Business Review

JULY 6, 2011

And the flow of words is not likely to abate in the coming months, as articles on the need for a more holistic model of capitalism (including those contributed by Roger Martin , Michael Porter and McKinsey's Dominic Barton in HBR pieces) are expanded into books.

Short-term 11

Short-term Porter Long-term Rogers 11

Harvard Business Review

JANUARY 13, 2014

And short-term numbers at that. Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. It’s hard for employees to feel like they are doing more than managing numbers when they, too, are treated like numbers to be optimized.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

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

SEPTEMBER 17, 2013

Where other mantras – such as quality or managed care – have failed to galvanize the system’s diverse stakeholders, value may have a chance. What seems special about the term is that, seemingly simple, it is actually complex and subtle. Michael Porter has defined value as “health outcomes achieved per dollar spent.”

Health Care 8

Health Care Porter Long-term Short-term 8

Harvard Business Review

JULY 22, 2015

As Michael Porter argued a long time ago , the simplest measure of competition is profitability. Another is that short-term oriented companies are so desperate for margins that they’re hollowing out their operations or eating their R&D seed-corn. The macro numbers tell a very different story.

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. All profits are not equal.

Brand 14

Brand Porter Objective Short-term 14

First Friday Book Synopsis

FEBRUARY 20, 2012

A key value driver (KVD) is any variable that drives value for shareholders. But few firms can identify their KVDs and thus use them for forecasting and improvement. Identifying your KVDs requires a deep understanding of your business and much trial and error. Often, value drivers are combinations of variables.

Short-term 80

Short-term Long-term Porter How To 80

Harvard Business Review

AUGUST 19, 2015

Managers want employees to put in long days, respond to their emails at all hours, and willingly donate their off-hours — nights, weekends, vacation — without complaining. This is an experiment that Harvard Business School’s Leslie Perlow and Jessica Porter repeated over a century later with knowledge workers.

Company 8

Company Stress Porter Long-term 8

Harvard Business Review

JANUARY 24, 2017

Independently, Michael Porter’s Social Progress Index in 2016 specifically highlighted opportunity in Manizales as significantly higher than both Medellin and Bogota. In short, the organizing principle of scaling up a midsize city like Manizales is not growing the number of new firms, but increasing the number of firms with new growth.

Entrepreneur 8

Entrepreneur Mentor Banking Self-aware 8

Harvard Business Review

AUGUST 23, 2017

The idea that companies face enormous pressure to deliver short-term results at the expense of long-term health is widespread among executives. Politicians like Hillary Clinton and Joe Biden have warned against short-termism, as have scholars at Brookings and the American Enterprise Institute. Porter said the U.S.

Short-term 8

Short-term Porter Long-term Kaplan 8

Harvard Business Review

JULY 27, 2012

However, Roger Martin , Michael Porter , Christopher Meyer and Julia Kirby , and other thoughtful commentators have noted that the intent to maximize shareholder value has resulted in myopic management overly obsessed with short-term financial returns. Short-term profits. Employee satisfaction.

Christensen 13

Christensen Company Consensus Gilbert 13

Harvard Business Review

SEPTEMBER 21, 2015

In short, every company benefits from “the commons,” the set of communal resources that allow firms and workers to be productive. But these trends also had more negative consequences, as Jan Rivkin and Michael Porter have argued in their work as co-chairs of Harvard Business School’s U.S. Competitiveness Project.

Resources 8

Resources Company Rivkin Short-term 8