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Operational effectiveness and strategy are both essential to superior performance.

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
Effectiveness
Superior
Superiors
Performance
Strategy
Performances
Essential
Essentials
Operational

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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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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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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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Strategy is choice. Strategy means saying no to certain kinds of things.
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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 best CEOs I know are teachers, and at the core of what they teach is strategy.
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Without a goal analytics is aimless and worthless.
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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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Strategy is about making choices, trade-offs it's about deliberately choosing to be different.
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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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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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Change brings opportunities. On the other hand, change can be confusing.
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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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The company without a strategy is willing to try anything.
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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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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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