This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
These two key functions — Marketing and Service — are regularly discussed as shaped by social era dynamics. It will help us decide what we make, how much we make, and how we finance that production. While social media doesn't shift Porter's model , the social era surely does.
Well, if you're Michael Porter it isn't quite enough: I ran into him yesterday here at Davos and the first thing he said was something along the lines of, "You need more copies of HBR here." Kramer put it in their article , that "societal needs, not just economic needs, define markets.". Cause for celebration, no? Fair enough.
running according to free-market efficiencies! In fact, as Kaplan and Michael Porter describe in a recent HBR article, "To put it bluntly, there is an almost complete lack of understanding of how much it costs to deliver patient care, much less how those costs compare with the outcomes achieved." Adam Smith 4eva!
The new ideology would not see markets as an end in themselves; instead, it would value global trade and investment to the extent that they contributed to a flourishing middle class, not just to greater aggregate national wealth. And in that he sounds a lot like Michael Porter, Dominic Barton, Rosabeth Moss Kanter, etc.
Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Many successful venture capitalists observe directional patterns.
Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Most of the funds in which Kauffman invested failed to beat public market indices, despite the higher-risk nature of their work. Many successful venture capitalists observe directional patterns.
An example was a discussion session of tired-looking European finance ministers, defensive and elusive about the speed of acting on the Euro crisis. I heard it in a session led by Professor Michael Porter and Dean Nitin Nohria of the Harvard Business School who were sharing a research project on declining American Competitiveness.
From the start we asked: What are the complexities of financing these homes? And David Smith's entry on the financial challenge shows that flexibility can be born out of financing options as well. We simply disagree with the idea that if it's a market, it can't also be a socially progressive solution. Triple the U.S.
In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” Thought leaders like Christensen, Roger Martin , Michael Porter , and Steve Denning have all argued that shareholder value has been exposed as a flawed paradigm. And short-term numbers at that.
The academic study of strategy took a big leap forward in the 1970s when Michael Porter of HBS looked at earlier economic research on industry structure and noticed that market power — which economists wanted to minimize — was the same thing as sustained profitability, which corporate executives wanted to maximize. Corporate finance?
These concerns can be heard in many places: the sobering survey by Michael Porter and Jan Rivkin in HBR's special March issue on U.S. Foreign expansion can fuel employment growth at home in areas like manufacturing, logistics, R&D, design, marketing, finance, and management. multinationals by the McKinsey Global Institute.
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. Neither school of thought, though, has it quite right.
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. Neither school of thought, though, has it quite right.
There is a clamor of voices demanding the rebooting of capitalism, from academics (such as Michael Porter) and politicians (like Al Gore) to investors (such as CalPERS) and Occupy''s street activists. Investors, meanwhile, compensate for the lack of knowledge about issues central to longer term value by pricing in a risk premium.
The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. One of the team’s central findings is that TDABC cannot be delegated to the finance function.
A supplier might need a working capital loan to finance a big order. In some areas and sectors, the market provides all the capital needed. For example, the market for bank credit for small businesses has been tight, particularly for loans under $150,000. But here again, the market does not always work perfectly on its own.
Through a coordinated, systemic, prolonged intervention with dozens of institutions and thousands of individual participants, new growth of the local companies we trained has directly created over 1033 jobs, fueled by dozens of new private sector financings. strategic hires). day, scale-focused workshops and related activities.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content