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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.

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
Different
Activities
Strategy
Unique
Activity
Value
Deliberately
Values
Deliver
Means
Choosing
Mean
Competitive

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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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The essence of strategy is choosing what not to do.
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Change brings opportunities. On the other hand, change can be confusing.
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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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Strategy is about making choices, trade-offs it's about deliberately choosing to be different.
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Strategy is choice. Strategy means saying no to certain kinds of things.
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Finally, strategy must have continuity. It can't be constantly reinvented.
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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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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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Innovation is the central issue in economic prosperity.
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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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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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Operational effectiveness and strategy are both essential to superior performance.
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Without a goal analytics is aimless and worthless.
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There's a fundamental distinction between strategy and operational effectiveness.
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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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In the vast majority of businesses, there is simply no such thing as “the best.”
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Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs.
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