Michael Porter Quotes
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If a strategy meets a goal: It's working. If a strategy meets a target: It's a success.
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Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.
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The best CEOs I know are teachers, and at the core of what they teach is strategy.
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Technology has given us this wonderful opportunity to have low energy costs. We have to seize that, rather than keep debating and discussing and fighting over it.
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Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking.
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Efforts to preserve all industries will lower the national standard of living.
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The essence of strategy is choosing what not to do.
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Innovation is the central issue in economic prosperity.
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There's a fundamental distinction between strategy and operational effectiveness.
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The U.S. is facing a structural competitiveness problem that is leading to the weakest economy we have seen in generations.
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Companies operating in urban communities have a tremendous ripple effect.
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Competitiveness is defined as the ability of companies to compete while maintaining or improving the average standard of living. If you are cutting wages to become more competitive, that's not really more competitive. It's raising the skill and the efficiency of those workers so that they can support and sustain that higher wage.
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A strategy delineates a territory in which a company seeks to be unique.
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The ability to change constantly and effectively is made easier by high-level continuity.
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Sound strategy starts with having the right goal
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Strategy is choice. Strategy means saying no to certain kinds of things.
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A target should go with every goal. A target is the value that defines success.
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Finally, strategy must have continuity. It can't be constantly reinvented.
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The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they're mutually reinforcing.
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I teach in the medical school, the School of Public Health, the Kennedy School of Government, and the Business School. And it's the best perch... because most of my work crosses boundaries.
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The essence of strategy is that you must set limits on what you're trying to accomplish.
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Health care historically has been a very siloed field that's organized around medical specialties - urology, cardiac surgery, and so forth - and around the supply of these specialty services. The patient is the ping-pong ball that moves from service to service.
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Without a goal analytics is aimless and worthless.
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs.
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Change brings opportunities. On the other hand, change can be confusing.
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Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.
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Ultimately, health care fails the most basic test. It's not organized around the needs of the patient.
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Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
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Operational effectiveness and strategy are both essential to superior performance.
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Related Authors
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Gary Hamel Manager -
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Philip Kotler Author -
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