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Change brings opportunities. On the other hand, change can be confusing.

Michael Porter

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Michael Porter
Age: 77
Born: 1947
Born: May 23
Aerospace Engineer
Economist
Mechanical Engineer
Professor
Ann Arbor
Michigan
Michael Eugene Porter
Confusing
Opportunities
Brings
Hand
Opportunity
Hands
Change

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Finally, strategy must have continuity. It can't be constantly reinvented.
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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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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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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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If all you're trying to do is essentially the same thing as your rivals, then it's unlikely that you'll be very successful.
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In the vast majority of businesses, there is simply no such thing as “the best.”
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There's a fundamental distinction between strategy and operational effectiveness.
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Operational effectiveness and strategy are both essential to superior performance.
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Strategy is choice. Strategy means saying no to certain kinds of things.
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Good leaders need a positive agenda, not just an agenda of dealing with crisis.
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Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs.
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Without a goal analytics is aimless and worthless.
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Innovation is the central issue in economic prosperity.
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Strategy is about making choices, trade-offs it's about deliberately choosing to be different.
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Strategic thinking rarely occurs spontaneously
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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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The essence of strategy is choosing what not to do.
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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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A target should go with every goal. A target is the value that defines success.
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If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.
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