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Finally, strategy must have continuity. It can’t be constantly reinvented.

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Constant Invention Strategy

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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.
MICHAEL PORTER

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Innovation is the central issue in economic prosperity.
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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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The company without a strategy is willing to try anything.
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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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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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A strategy delineates a territory in which a company seeks to be unique.
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Strategic thinking rarely occurs spontaneously.
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Occur Rare Strategy
Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs.
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Function Performance Poor Risk Strategy Wrong
Change brings opportunities. On the other hand, change can be confusing.
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Change Confusion Hands Opportunity
There’s a fundamental distinction between strategy and operational effectiveness.
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Effect Fundamental Operational Strategy
If a strategy meets a goal: It’s working. If a strategy meets a target: It’s a success.
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A target should go with every goal. A target is the value that defines success.
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The chief strategist of an organization has to be the leader – the CEO.
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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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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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Health History Medicine Organization Patient Service

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