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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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Big Goal Leadership Problem Profit Yourself

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There’s a fundamental distinction between strategy and operational effectiveness.
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I teach in the medical school, the School of Public Health, the Kennedy School of Government, and the Business School. And it’s the best perch… because most of my work crosses boundaries.
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Operational effectiveness and strategy are both essential to superior performance.
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Companies operating in urban communities have a tremendous ripple effect.
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Finally, strategy must have continuity. It can’t be constantly reinvented.
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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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Change brings opportunities. On the other hand, change can be confusing.
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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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Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs.
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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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A strategy delineates a territory in which a company seeks to be unique.
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Efforts to preserve all industries will lower the national standard of living.
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Without a goal analytics is aimless and worthless.
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Ultimately, health care fails the most basic test. It’s not organized around the needs of the patient.
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Innovation is the central issue in economic prosperity.
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