Competitive Strategy (by Michael Porter)

• Competitive Strategy (by Michael Porter)
  • Introduction
    • Questions
    • Classical Approach to Formulation of Strategy
    • Consistency tests: appropriateness of a competive strategy
    • Process of formulating a competitive strategy
  • General analytical technique's
    • Structural analysis of industries
    • Generic competitive strategies
    • Framework for competitor analysis
    • Market signals: indicators of intentions, motives, goals, etc
    • Competitive moves
    • Strategy toward buyers and suppliers
    • Structural analysis within industries
    • Industry evolution
  • Industry environments
    • Fragmented industries
    • Emerging industries
    • Transition to maturity
    • Declining industres
    • Global industries
  • Strategic decisions
    • Vertical integration
    • Capacity expansion
    • Entry into new businesses
  • Appendix
    • Portfolio technique's in competitor analysis
    • Conducting an industry analysis

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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