A Quote by Michael Porter

Strategy 101 is about choices: You can't be all things to all people. — © Michael Porter
Strategy 101 is about choices: You can't be all things to all people.
When you present people with things from the heart and from the soul, they make better choices: They make better choices about their bodies, they make better choices about their partners, they make better choices about the environment.
People who achieve great things are people who make choices. Far too many people today let life dictate their future instead of the other way around. Choices are hard - that's why so few actually make them. But as the saying goes - not to make a choice is to make a choice. When it comes to choices, The question is - what choices will you make today? The world doesn't care about your problems, or what's holding you back. They don't care about your past failures, or any other obstacles you face. Stop making excuses and start making choices.
Strategy is simply resource allocation. When you strip away all the noise, that's what it comes down to. Strategy means making clear cut choices about how to compete. You cannot be everything to everybody, no matter what the size of your business or how deep its pockets.
My favorite drive is Highway 101 in California between Los Angeles and San Luis Obispo. I love the 101; Highway 1 is too windy, and 5 is too boring - the 101 is just right. It's like the Mama Bear of scenic drives.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.
True strategy is about placing bets and making hard choices under conditions of uncertainty, not about assuming plans can remove risk.
Strategy means making clear-cut choices about how to compete.
I have no choice about whether or not I have Parkinson's. I have nothing but choices about how I react to it. In those choices, there's freedom to do a lot of things in areas that I wouldn't have otherwise found myself in.
People sometimes talk about me as being a brand, having a strategy and whatever else. I wish. Seriously. I wish I had it together enough to have a strategy. But it's so instinctual. It usually comes down to two things: the person I'm working with - the director is really important to me - and a line in a script.
Strategy is all about combining choices of what to do and what not to do into a system that creates the requisite fit between what the environment needs and what the company does.
I admire people who do things that are interesting to them, who don't have a strategy or a master plan or have a brand - I don't care about any of those things.
I realized a long time ago that, even as a kid, it's all about the choices you make, the things you pursue. In the end, you're a sum of your choices.
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came up with the critical concepts behind strategy. The history of strategy suggests there are lots of things consultants can do for a company that the company can't typically do for itself.
You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.
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