Showing results by author "Michael E. Porter" in All Categories

Now nearing its 60th printing in English and translated into 19 languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity - like all great breakthroughs - Porter’s analysis of industries captures the complexity of industry competition in five underlying forces.

Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book "must hear." These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration - and ready to run with big ideas to accelerate their own and their companies' success.

The essential complement to the pathbreaking Competitive Strategy, Michael E. Porter's Competitive Advantage explores the underpinnings of competitive advantage in the individual firm. Competitive Advantage introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage. 

In The Politics Industry, Katherine Gehl and Michael Porter ingeniously apply the tools of business analysis - and Porter's distinctive Five Forces framework - to show how the political system functions just as every other competitive industry does, and how the duopoly has led to the devastating outcomes we see today. Using this competition lens, Gehl and Porter identify the most powerful lever for change - a strategy comprised of a clear set of choices in two key areas: how our elections work and how we make our laws.

Is your company spending too much time on strategy development - with too little to show for it? you listen to nothing else on strategy, you should at least hear these 10 articles.

In this book, you'll learn how: data science, driven by artificial intelligence and machine learning, is yielding unprecedented business insights; blockchain has the potential to restructure the economy; drones and driverless vehicles are becoming essential tools; 3-D printing is making new business models possible; augmented reality is transforming retail and manufacturing; smart speakers are redefining the rules of marketing; and humans and machines are working together to reach new levels of productivity. 

Operational effectiveness and strategy are both essential, says this article from Harvard Business Review, to compete in today's market. At the same time, explains author Michael E. Porter of Harvard Business School, they work in different ways. He provides examples of companies that have good operational effectiveness but little strategy (such as the majority of Japanese organizations) and explains why companies with effective strategies will always take the lead. He then explains the essentials of strategy, such as strategic fit and sustainability.

Michael E. Porter, the Bishop Lawrence University Professor at Harvard University, and Thomas H. Lee, chief medical officer at Press Ganey and the former network president of Partners HealthCare, write about why providers must lead the way in making value the overarching goal.

The United States stands at a crossroads as it struggles with how to pay for health care. The fee-for-service system, the dominant payment model in the US and many other countries, is now widely recognized as perhaps the single biggest obstacle to improving health care delivery.

The biggest problem with health care isn’t with insurance or politics – it’s that we’re measuring the wrong things the wrong way.

How capitalism can be reinvented – in order to unleash a wave of innovation and growth.

What the U. S. needs to do in order to stay competitive.

The evolution of products into intelligent, connected devices – which are increasingly embedded in broader systems – is radically reshaping companies and competition.

From the pages of Harvard Business Review hear former AlliedSignal CEO Larry Bossidy on "The Job No CEO Should Delegate," Harvard Med School Dean Paul F. Levy on "The Nut Island Effect: When Good Teams Go Wrong," and more.