Harvard Business Review

APRIL 26, 2011

Michael Porter and Mark Kramer's article in January's HBR tries to advance our world's shared values by arguing that doing right is the best long-term business strategy. But first, let's praise Porter and Kramer. Their article puts Porter's reputational weight behind an idea that in itself has, well, shared value.

Porter 14

Porter Morale Supply Chain Long-term 14

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

JANUARY 10, 2011

For too long, capitalists have taken people, communities, society, nature, and the future for granted — but today, they damn well shouldn't. That the wellsprings of competitiveness arise from a near-term strategy to extract value, instead of a long-term philosophy to create thicker, more broadly shared value.

Porter 17

Porter Short-term Senge Hamel 17

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 18, 2017

Short-term corporate behavior is a major problem in the 21 st century firm. Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. Tim Evans for HBR. So how can we ensure the latter?

Short-term 8

Short-term Intangible Assets Hedge Long-term 8

Harvard Business Review

APRIL 17, 2014

It relates to what Michael Porter meant with being “stuck in the middle”: if you try to come up with a strategy that does everything for everyone, you will likely end up achieving nothing. The trick is that their business models are built for the long-term.

Management 11

Management Learning Curve Short-term Long-term 11

Harvard Business Review

JANUARY 25, 2012

A brief sampling: Michael Porter and Mark Kramer's " Creating Shared Value ;" Christoper Meyer and Julia Kirby's " Runaway Capitalism ;" Dominic Barton's " Capitalism for the Long Term ;" the collected works of Umair Haque. And in that he sounds a lot like Michael Porter, Dominic Barton, Rosabeth Moss Kanter, etc.

Consultative 14

Consultative Porter Management Press Release 14

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

DECEMBER 17, 2015

economy powered out of the Great Recession faster than did other advanced economies and, in fact, had been outpacing those economies long before the downturn. In terms of inflation-adjusted dollars and as a portion of GDP, U.S. For a long period, the U.S. As the chart below shows, the U.S. increased by 2.7% a year, on average.

Porter 8

Porter Long-term GDP Class 8

Harvard Business Review

JANUARY 7, 2013

Porter and Mark R. You can see this clearly in the graphic blow, which maps the long-term financial performance of some 1,100 CEOs against their companies' social and environmental performance for their last two years in office (click for a larger view). See, for example, " Creating Shared Value ," by Michael E.

Company 10

Company Long-term Porter CEO 10

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

DECEMBER 15, 2017

They believe it’s part of building employee-centric, sustainable policies that support their firms’ long-term fiscal health. But in some ways, the startup life can be even more amenable to raising young children than can life at a large corporation, with its more rigid rules and long-established culture.

Porter 8

Porter Policies Attrition Competitive Advantage 8

Harvard Business Review

JANUARY 15, 2015

Make the terms and conditions impossible to understand! Why take the time to get to know your customers … as long as you can get them to use the corporate hashtag. Not in the awful, misused corporate sense of the term: dully lecturing them about “product benefits.” But it won’t help anyone.

Strategy 8

Strategy Porter Marketing Fashion 8

Harvard Business Review

MAY 30, 2018

Researchers have long observed that being aware of mortality makes us engage in more meaningful activities, and helps us find more meaning in our work. The 90,000 people in attendance had been chanting his name from the first minute of his last game, and after the final whistle, teammates and fans honored him with a long celebration.

How To 12

How To Career Porter Long-term 12

Harvard Business Review

SEPTEMBER 17, 2013

What seems special about the term is that, seemingly simple, it is actually complex and subtle. As Thomas Lee noted in the New England Journal of Medicine, “no one can oppose this goal and expect long-term success.”. 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

FEBRUARY 18, 2013

Harvard Business School professors Michael Porter and Rosabeth Moss Kanter are among those who have asserted that companies should care about their impact on employees, communities, and the planet as they pursue profit. His particular passion was clean energy, and he was happy so long as it got greater traction.

Insurance 8

Insurance Business Model Long-term Porter 8

Harvard Business Review

JULY 29, 2014

Equally important, firms’ efforts to develop their core capabilities change focus to emphasize growing partnerships, not always build internal capabilities—so that understanding how others in the ecosystem make money becomes important to long-term success. For some industries, those basic strategies still hold true today.

Business Model 14

Business Model Venture Capitalist Disruptive Innovation Porter 14

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

FEBRUARY 24, 2011

This cover story, by Michael Porter, suggests that companies and government need to get outside an outdated approach to value creation. That narrow approach blinds leaders to the needs of stakeholders — customers, suppliers, employees, community — who will ensure their companies' long-term survival.

Innovation 15

Innovation Succession Porter Venture Capitalist 15

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. In the end, your shareholders, the real ones—the ones who care about long-term performance — will thank you for it.

Levitt 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

APRIL 21, 2015

One then became two in 1980, when Michael Porter pointed out that there is another way to compete: differentiation. To someone like me, a micro-economist by training and at heart, the idea that all competition can be classified in terms of these two generic strategies corresponds well to the fundamental demand dynamics that companies face.

Competitive Advantage 8

Competitive Advantage Porter Henderson Price 8

Harvard Business Review

MAY 25, 2011

In the wake of any natural disaster, including the catastrophic March 11 earthquake and tsunami in Japan , urgent response eventually gives way to long-term recovery. 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 ).

Porter 13

Porter Core Competence Globalization Business Model 13

Harvard Business Review

JANUARY 29, 2014

Hiring Veterans and the Long-Term Unemployed. Obama said he plans to partner with CEOs to encourage the hiring of the long-term unemployed. On the latter topic, check out Michael Porter and Thomas Lee, who lay out a strategy for improving the health care industry.

Insourcing 8

Insourcing Health Care Proposal Meyer 8

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

MAY 13, 2011

But we know that such views can be too short-term. This problem is as real for consumer-centric organizations as for corporations looking for opportunities to share value beyond their shareholders (as Michael Porter and Mark Kramer recently discussed in the pages of HBR ). This is something that has long been puzzling to economists.

Price 14

Price Porter Early Adopters Long-term 14

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. In this version, we work long hours because our bosses tell us to. This is something business first learned a long time ago.

Company 8

Company Stress Porter Long-term 8

Harvard Business Review

APRIL 17, 2013

There is a clamor of voices demanding the rebooting of capitalism, from academics (such as Michael Porter) and politicians (like Al Gore) to investors (such as CalPERS) and Occupy''s street activists. Investors, meanwhile, compensate for the lack of knowledge about issues central to longer term value by pricing in a risk premium.

Report 8

Report Short-term Press Release Compliance 8

First Friday Book Synopsis

MARCH 7, 2011

HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].

Review 85

Review Strategy Books Positioning 85

Harvard Business Review

SEPTEMBER 17, 2013

When we think of high-performing teams, we often think of them as long-term allies—a band of brothers in the organizational world. It takes a while for teams to move through the traditional phases of storming and norming before they start to really perform.

Team 11

Team Diversity Porter Project 11

Harvard Business Review

MAY 15, 2014

Now the convergence of long-standing cathode-ray-tube and light-pen hardware with software that would accept English language commands was about to create a revolution in data analysis. Punch cards and tapes were being replaced by virtual data displays on glass-screened teletypes, but those devices still displayed mainly text.

Porter 9

Porter Price Technology Constraint 9

Harvard Business Review

MARCH 11, 2011

firm — founded in 1983 by several folks with Harvard Business School ties (among them famed professor Michael Porter ) — is known for strategy consulting, not PR work. The shorthand explanation: Globalization, technological change, and deregulation have disrupted long-established industries and professions.

PR 9

PR Public Relations Porter Hedge 9

Harvard Business Review

APRIL 30, 2015

As Janet Yellen pointed out in a speech last year, “the opportunity to build a business has long been an important part of the American Dream.” A robust network of small suppliers is important to the long-term competitiveness of large U.S. corporations and for companies considering moving production back to the U.S.

Supply Chain 8

Supply Chain Rivkin Venture Capitalist Policies 8

Harvard Business Review

NOVEMBER 6, 2014

And Michael Porter and Mark Kramer point to a big pot of gold for businesses that properly internalize the social consequences of their decisions instead of incorrectly externalizing them. Consider Lehman Brothers, whose collapse was the trigger for broader sectorial travails.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

And Michael Porter and Mark Kramer point to a big pot of gold for businesses that properly internalize the social consequences of their decisions instead of incorrectly externalizing them. Consider Lehman Brothers, whose collapse was the trigger for broader sectorial travails.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

JULY 1, 2014

A long-term view towards driving down costs from electric vehicle parts suppliers, spurring the development of more widespread EV infrastructure, and thereby making EVs more appealing and affordable – all of which would ultimately benefit Tesla.

Automotive 9

Automotive Industry Disruptive Innovation Open-book 9

Harvard Business Review

OCTOBER 9, 2015

“The proper goal for any health care delivery system is to improve the value delivered to patients … To properly manage value, both outcomes and cost must be measured at the patient level,” Harvard’s Robert Kaplan and Michael Porter tell us. But, why do we only define patient value by outcomes and cost?

Health Care 8

Health Care Cost Kaplan Porter 8

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.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8