The essence of strategy is choosing what not to do.
MICHAEL PORTERThe essence of strategy is choosing what not to do.
More Michael Porter Quotes
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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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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Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.
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Strategic thinking rarely occurs spontaneously.
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Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs.
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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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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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The best CEOs I know are teachers, and at the core of what they teach is strategy.
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In the vast majority of businesses, there is simply no such thing as “the best.”
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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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You can’t be all things to all people.
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Finally, strategy must have continuity. It can’t be constantly reinvented.
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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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The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they’re mutually reinforcing.
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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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The ability to change constantly and effectively is made easier by high-level continuity.
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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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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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Good leaders need a positive agenda, not just an agenda of dealing with crisis.
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Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.
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Innovation is the central issue in economic prosperity.
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Change brings opportunities. On the other hand, change can be confusing.
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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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The chief strategist of an organization has to be the leader – the CEO.
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Sound strategy starts with having the right goal
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