Michael Porter Quotes

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.

Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.

Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.

A strategy delineates a territory in which a company seeks to be unique.

If a strategy meets a goal: It's working. If a strategy meets a target: It's a success.

The best CEOs I know are teachers, and at the core of what they teach is strategy.

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.

There's a fundamental distinction between strategy and operational effectiveness.

Innovation is the central issue in economic prosperity.

The company without a strategy is willing to try anything.

Sound strategy starts with having the right goal

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.

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.

A target should go with every goal. A target is the value that defines success.

Ultimately, health care fails the most basic test. It's not organized around the needs of the patient.

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

Strategy is choice. Strategy means saying no to certain kinds of things.

The ability to change constantly and effectively is made easier by high-level continuity.

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.

Without a goal analytics is aimless and worthless.

The essence of strategy is that you must set limits on what you're trying to accomplish.

Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs.

The underlying principles of strategy are enduring, regardless of technology or the pace of change.

Change brings opportunities. On the other hand, change can be confusing.

You can't be all things to all people.

Companies operating in urban communities have a tremendous ripple effect.

Good leaders need a positive agenda, not just an agenda of dealing with crisis.

Operational effectiveness and strategy are both essential to superior performance.

Strategic thinking rarely occurs spontaneously

Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.

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.

The chief strategist of an organization has to be the leader - the CEO.

In the vast majority of businesses, there is simply no such thing as “the best.”

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.

Efforts to preserve all industries will lower the national standard of living.

The U.S. is facing a structural competitiveness problem that is leading to the weakest economy we have seen in generations.

You can't have a healthy society unless you have healthy companies that are making a profit, that are employing people and that are growing.