Gary Hamel on Management Innovation: Whole Foods Market - A Contrarian Management Model: Freedom and Accountability

2008-07-11

Gary Hamel writes about Whole Foods Market in his book “The Future of Management”: “Whole Foods believes that critical decisions, such as whom to hire, should be made by those who will be most directly impacted by the consequences of those decisions.”

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Gary Hamel on Management Innovation: Whole Foods Market - An Industry Revolutionary (i)

Gary Hamel writes in his book on the Future of Management that Whole Foods Market, a company whose game-changing business model is wrapped inside an even more iconoclastic management model.

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Michael Porter on Strategy: Trade-offs as a Dimension of the Strategic Position

2008-07-10

Michael Porter wrote in his article “What is strategy?” (HBR Nov/Dec 1996) that strategy is making trade-offs in competing. The essence of strategy is choosing what not to do. Without trade-offs, there would be no need for choice and thus no need for strategy.

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Michael Porter on Strategy: Sources of Trade-Off in Developing a Sustainable Position

Michael Porter wrote in his article “What is strategy?” (HBR Nov/Dec 1996) that a strategic position is not sustainable unless there are trade-offs with other positions. Trade-offs arise for three reasons.

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Michael Porter on Strategy: A Sustainable Strategic Position Requires Trade-offs

According to Michael Porter (1996, What is strategy, HBR Nov/Dec 1996), choosing a unique position is not enough to guarantee a sustainable advantage.

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Innovation begins with an eye: no dumb question

“She has a good eye for business” is a cliche. But cliches usually have a grain of truth. Tom Kelly, IDEO president, write in his book “The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm” that you need to be aware of the world around you, ready to spot trends-and act. You can’t wait for a report or rely on reading it in the paper or on the Web.

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Alan G. Lafley, P&G CEO, on achievable aspirations

Alan G. Lafley discusses how to stretch a company’s aspirations without overpromising

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