November-december 1996 reprint number harvardbusinessreview michael e porter what is strategy 96608 stephen s roach the hollow ring of the productivity revival 96609 nirmalya kumar the power of trust in 96606 manufacturer-retailer relationships james waldroop and timothy butler the executive as coach 96611 amar bhide the questions every entrepreneur must answer 96603.
And gradually, the tools have taken the place of strategy in his five-part article, michael porter explores how that shift has led to the rise of mutually destructive competitive battles that damage the profitability of many companies. 1 operational effectiveness is not strategy operational effectiveness (oe) refers to practices that allow a company to better utilize its inputs strategic positioning is performing different activities from rivals or performing similar activities in a different way very often management tools have taken the place of strategy (eg in the 1980s japanese were very ahead.
Aside this more general position of porter, in an article from 1996, he asks “what is strategy” and discussed operational efficiency in connection with strategy making and he advised that those two things should not (can not) be used interchangeably.
And gradually, the tools have 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. 62 harvard business review november-december 1996 operational effectiveness versus strategic positioning nonprice buyer value delivered relative cost position low high low high productivity frontier (state of best practice) a company can outperform rivals only if it can establish a difference that it can preserve.
What is a strategy michael porter - harvard business review 1 what is a strategy porter, m e 1996 harvard business review (november- december) international strategic management donny sitompul [email protected] 2. Porter, m e (1996)what is strategy harvard business review can you say what your strategy is harvard business review, (april): 82-90 huston, l & sakkab, n (2006) connect & develop: inside proctor & gamble’s new model harvard business review, (october): 84-93 porter, m e (2008) the five competitive forces that shape. According to porter, although external changes can pose a threat to a company’s strategy, a greater threat to strategy often comes from within the company a sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow (p 75. (harvard business review, nov/dec 1996) and on competition (harvard business review, 2008) no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of michael e porter.
Publication date: october 31, 1996 today's dynamic markets and technologies have called into question the sustainability of competitive advantage under pressure to improve productivity, quality, and speed, managers have embraced tools such as tqm, benchmarking, and reengineering. Moreover, the essence of strategy, according to porter, is choosing to perform activities differently than rivals strategy is the creation of a unique and valuable position, involving a different set of activities.
The right mix or as porter’s puts it strategy is about combining activities[porter 1996:70], synergies that come from combining the right activities and leave other activities aside are essential part of the strategy making equation.