Welcome to the Strategy Study Group

Wesley will chair the meeting

• Timing • Questions • Feedback • and the future …

Strategy Study Group

Topic 1 : Michael Porter and the Impact on the Strategy Field

Prepared by : Mamoudou Barry

RMS - IMBA 2007

Road Map

1. Biography

2. International Recognition

3. Academic Activity

4. Porter’s Contributions

1

2

3

4

Biography

Born in 1947 – Michigan Born in 1947 – Michigan

BSE Mechanical & Engineering Aerospace from BSE Mechanical & Engineering Aerospace from Princeton University 1969Princeton University 1969

MBA HBS (71) & PhD in Economics (73)MBA HBS (71) & PhD in Economics (73)

Married : 2 daughtersMarried : 2 daughters

International Recognition

Ranked #1 Thinker in 2005 and #2 in 2003Ranked #1 Thinker in 2005 and #2 in 2003

Visiting Professor : Top Leading B-Schools Visiting Professor : Top Leading B-Schools

Global Competitiveness ReportGlobal Competitiveness Report : WEF

5 McKinsey Awards 5 McKinsey Awards

Academic Activity

Dean of Institute of Strategy & Competitiveness Dean of Institute of Strategy & Competitiveness

Harvard Business Review - HBRHarvard Business Review - HBR

Consulting for firms and Governments Consulting for firms and Governments

Publications : 17 books & over 125 articles Publications : 17 books & over 125 articles

Main Publications

Competitive Strategy: Techniques for Analyzing Industries and Competitors, 1980 (63rd edition)

Competitive Advantage: Creating and Sustaining Superior Performance, 1985 (38th edition)

Competition in Global Industries, 1986

Competitive Advantage of Nations, 1990

Porter ContributionsImpacts on Strategy

a) Diamond Model

b) Five Forces

c) Value Chain

d) Generic Strategies

e) Corporate Social Responsibility

Firms Corporations Governments

B-Schools ConsultingResearch

Competition

Porter Contributionsa) Diamond Model

Porter Contributionsb) 5 Forces Model

Porter Contributionsc) Value Chain

Porter Contributionsd) Generic Strategies

Porter Contributionse) Corporate Social Responsibility

Business has impacts on social lifeBusiness has impacts on social life

No clear actual CSR vision No clear actual CSR vision

Business should stop making excuses Business should stop making excuses

The Center of Effective Philanthropy (CEP)The Center of Effective Philanthropy (CEP)

Porter Contributionse) Corporate Social Responsibility

Looking for Impacts : 3 Social Issues Looking for Impacts : 3 Social Issues

Generic social issues : Generic social issues : Day to DayDay to Day

Impacts from Value Chain : Impacts from Value Chain : InsideInside OUTOUT Impacts from Diamond model : Outside Impacts from Diamond model : Outside IN IN

Stop Best Practices Strategic

Corporate

Social

Responsibility

Audit

Porter Contributionse) Corporate Social Responsibility

Remedial Action Plan Remedial Action Plan

Generic Value Chain Context

DefensiveReactive

AffirmativeDynamic

Key Learning Points

Key success factors Key success factors VsVs Internal Capabilities Internal Capabilities

Competitive advantage for firms and nationsCompetitive advantage for firms and nations

Strategic windows : SCA Strategic windows : SCA

Corporate PhilanthropyCorporate Philanthropy

Key Learning Points

Continuous Impact on Strategy : everywhereContinuous Impact on Strategy : everywhere

Strategy is a mental and dynamic discipline Strategy is a mental and dynamic discipline

Minimum knowledge for every Manager/Leader Minimum knowledge for every Manager/Leader

… … but has to be applied carefully to business, but has to be applied carefully to business, governments and self …governments and self …

Thank you Wesley for this initiative ...

Thank you for your time and your questionsThank you for your time and your questions