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Does a Mentor have to Breathe?

In the CEO Afterlife

To most of us, mentors are people of experience and knowledge who help the less experienced advance their careers and/or their education. In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from Brand Manager to CEO. Strategy.

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Surveying Strategy: The Positioning School

LDRLB

The positioning school is most closely associated with its undisputed champion, Harvard professor Michael Porter. This school of strategy is promoted heavily by consultants and academics, who have been able to build lucrative careers creating literature on and promoting the practice of market analysis.

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20 Interesting Behaviors of Strategy Tourist

Strategy Driven

I believe the behavior of strategy tourists offer us a very useful career guide. Compromise over the important company issues, but dig in and fight forever over smaller topics that are important for you and your career. I’m sure you also know some. And an organization needs more heroes and fewer tourists, won’t you agree?

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Why the Problem with Learning Is Unlearning

Harvard Business Review

In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership. Many of the paradigms we learned in school and built our careers on are either incomplete or ineffective. The Porter model of strategy isn’t obsolete.

Porter 8
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The Big Picture of Business: Leadership for the New Order of Business Part 1

Strategy Driven

At the beginning of my career, I was a radio DJ. It occurred to me that this was a talent to watch, as I was already familiar with established composers such as George Gershwin, Cole Porter, Irving Berlin and others. Every way in which a company markets must be commensurate and fit under definable business strategies.

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Three Unexpected Ways to Help with Disaster Recovery

Harvard Business Review

It's an approach we call creating shared value ( my coauthor Mark Kramer and FSG cofounder Michael Porter wrote about this in Harvard Business Review ). Instead, it entails reconceiving a company's product and markets, reinventing its value chain, and strengthening the productivity of the communities in which it operates.

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What Economists Know That Managers Don’t (and Vice Versa)

Harvard Business Review

Not for the highly-regarded work on competition between small numbers of firms with which his career began more than thirty years ago but for more recent work on how carefully structured regulation can improve performance relative to unbridled market forces. Even Tirole betrays this bias.