taken the place of strategy. As managers push to improve on all fronts‚ they move further away from viable competitive positions. Michael Porter argues that operational effectiveness‚ although necessary to superior performance‚ is not sufficient‚ because its techniques are easy to imitate. In contrast‚ the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. In answering the question ‘what is strategy?’‚ some theorists
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For the exclusive use of J. CO www.hbr.org What Is Strategy? by Michael E. Porter Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 What Is Strategy? 21 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and applications Reprint 96608 This document is authorized for use only by James Co in Food and Agribusiness Strategic
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What Is Strategy? Authors: Porter‚ Michael E.1 Source: Harvard Business Review; Nov/Dec96‚ Vol. 74 Issue 6‚ p61-78‚ 18p‚ 1 Black and White Photograph‚ 3 Diagrams‚ 1 Graph Document Type: Article Subject Terms: *STRATEGIC planning *ORGANIZATIONAL effectiveness *MARKET positioning *COMPETITION *BUSINESS planning *INDUSTRIAL management *ORGANIZATIONAL change *PERFORMANCE
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animal back from extinction‚ if only to watch it become extinct again. “What we really need to think about is why we would want to do this in the first place‚ to actually bring back a species.” In Jurassic Park dinosaurs are resurrected for their entertainment value. The disastrous consequences that follow have cast a shadow over the notion of de-extinction‚ at least in the popular imagination. But people tend to forget that Jurassic Park was pure fantasy. In reality the only species we can hope to
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What can we learn from Luke about Jesus’ attitudes to women? In order to discuss what we can learn from Luke about Jesus’ attitudes to women we must first understand a little about Luke himself. According to Charpentier E (1981:81) Luke had been seen as the‚ ‘beloved physician’‚ which is also cited in Hayes‚ M A. and Gearon L (1998:145) whom further state that Luke travelled with Paul from Troas to Philippi in Greece‚ Paul‚ (Col 4:14) expressly calls him‚ ‘the beloved physician’. He was in fact
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unmarked‚ unopened tin can and explains that the store’s owners are threatening to fire him and all his staff if they cannot keep track of the items that they sell. He asks you to help him figure out what is inside. There is one catch: He does not want to open the can‚ just in case there is something expensive inside. During this week’s discussion‚ your instructor will play the role of the Circus Supermarket store manager. Your instructor will answer any questions you have about the can‚ and you should
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Operation Strategy within an Organization Raven Davis MGT 4850 Operation Strategy within an Organization Operation strategy has been defined as “the development of a long term plan for using the major resources of the firm for a high degree of culpability between these resources and the firm’s long term corporate strategy.” (Davis‚ 2007) Operation strategy is a very important function for any organization. Operation strategy is the link that brings all of an organizations processes and value
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Three Things I would Change About the World If I had the power to change three things in this world they would have to be: I would change who ran our country‚ I would stop sending our factory jobs to China and Mexico‚ and I would also put a stop to the unnecessary violence going on around us. To me these are three very important issues that need to be changed; by this I think the world would be a better place. I think we need a different president; this isn’t a racist statement or anything of that
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employees in a healthcare organization is needed within a transformational organization. Change is probably never popular‚ but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson‚ 2009). The first organization I found to have instituted
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SCHLESINGER Choosing Strategies for Change considered that there is nothing more difficult to carry out‚ nor more doubtful of success‚ nor more dangerous to handle‚ than to initiate a new order of things.”1 In 1973‚ The Conference Board asked 13 eminent authorities to speculate what significant management issues and problems would develop over the next 20 years. One of the strongest themes that runs through their subsequent reports is a concern for the ability of organizations to EDITOR’S NOTE:
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