Ultimately, health care fails the most basic test. It’s not organized around the needs of the patient.
MICHAEL PORTERThere’s a fundamental distinction between strategy and operational effectiveness.
More Michael Porter Quotes
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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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Strategy is about setting yourself apart from the competition. It’s not a matter of being better at what you do – it’s a matter of being different at what you do.
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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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Efforts to preserve all industries will lower the national standard of living.
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Companies operating in urban communities have a tremendous ripple effect.
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The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy.
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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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A strategy delineates a territory in which a company seeks to be unique.
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Strategy is choice. Strategy means saying no to certain kinds of things.
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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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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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Innovation is the central issue in economic prosperity.
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In the vast majority of businesses, there is simply no such thing as “the best.”
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The ability to change constantly and effectively is made easier by high-level continuity.
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Operational effectiveness and strategy are both essential to superior performance.
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Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.
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The chief strategist of an organization has to be the leader – the CEO.
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Change brings opportunities. On the other hand, change can be confusing.
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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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Strategic thinking rarely occurs spontaneously.
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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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Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs.
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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Good leaders need a positive agenda, not just an agenda of dealing with crisis.
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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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