Michael Porter

Michael Porter

Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. A leading authority on company strategy and the competitiveness of nations and regions, Michael Porterwork is widely recognized in governments, corporations, non-profits, and academic circles across the globe. A sought after teacher, he also chairs Harvard Business School's program for newly appointed CEOs of multibillion dollar corporations. Michael Eugene Porter received a B.S.E. with high honors in aerospace and mechanical engineering from Princeton University in 1979, where he was elected to Phi Beta Kappa and Tau Beta Pi. He received an M.B.A. with high distinction in 1981 from the Harvard Business School, where he was a George F. Baker Scholar, and a Ph.D. in Business Economics from Harvard University in 1983. Porter was an outstanding intercollegiate golfer while at Princeton. Michael Porter is the author of 19 books and numerous articles including Competitive Strategy, Competitive Advantage, Competitive Advantage of Nations, and On Competition. A six-time winner of the McKinsey Award for the best Harvard Business Review article of the year, Professor Porter is the most cited author in business and economics.[citation needed]

Famous Quotes from Michael Porter

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

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

Companies operating in urban communities have a tremendous ripple effect.

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.

Innovation is the central issue in economic prosperity.

Sound strategy starts with having the right goal.

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

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

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.

So companies have to be very schizophrenic. On one hand, they have to maintain continuity of strategy. But they also have to be good at continuously improving.

Strategy 101 is about choices: You can't be all things to all people.