“Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.”
Hoje é publicado o perfil de Michael Porter. Leia a seguir alguns trechos:
“Michael Porter (born 1947) is the doyen of living management gurus, a professor at Harvard Business School whose office is a whole on-campus house, home of his own Institute for Strategy and Competitiveness. A talented sportsman (like Frederick Winslow Taylor), Porter could have became a professional golf player.
The Economist once said (see article): “His work is academic to a fault. Mr Porter is about as likely to produce a blockbuster full of anecdotes and boosterish catchphrases as he is to deliver a lecture dressed in bra and stockings.” He has been criticised for his willingness to boil his thoughts down into a series of bullet points, each of them with a ploddingly unmemorable title. Unlike many of his colleagues, Porter is frustratingly unquotable. Charles Handy once said: “Influence, not popularity, is what Michael Porter wants.” He never, for example, allows his books to be published in paperback.
Nevertheless, Porter effectively redefined the way that businessmen think about competition, largely by introducing the language and concepts of economics into corporate strategy. He began by simplifying the notion of competitive advantage and then created a new framework for companies to think about how to achieve it. […]
More recently, Porter has started to write about health care and corporate social responsibility, applying his thinking about competition to social issues. Indeed, so broad did his interests become that in 2000 he was made a professor of Harvard University, with a free-ranging remit, only the fourth Harvard Business School faculty member ever to be so honoured.
Like many leading management thinkers, Porter trained first as an engineer. Then, after a doctorate in economics, he moved to Harvard Business School. Apart from being a bestselling author, Porter also found time to set up a successful global consulting firm called Monitor. He can command top-dollar fees for personal appearances—his own competitive weapon being differentiation, not low cost.”
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