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Good leaders need a positive agenda, not just an agenda of dealing with crisis.

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
Needs
Agendas
Good
Dealing
Leaders
Crisis
Positive
Leader
Inspirational
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Agenda

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In the vast majority of businesses, there is simply no such thing as “the best.”
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Change brings opportunities. On the other hand, change can be confusing.
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The essence of strategy is choosing what not to do.
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Operational effectiveness and strategy are both essential to superior performance.
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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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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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There's a fundamental distinction between strategy and operational effectiveness.
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Innovation is the central issue in economic prosperity.
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The company without a strategy is willing to try anything.
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Strategy is choice. Strategy means saying no to certain kinds of things.
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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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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 best CEOs I know are teachers, and at the core of what they teach is strategy.
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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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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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Strategic thinking rarely occurs spontaneously
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Finally, strategy must have continuity. It can't be constantly reinvented.
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A target should go with every goal. A target is the value that defines success.
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Without a goal analytics is aimless and worthless.
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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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