“The essence of strategy is choosing what not to do.”
Origine: What is strategy?, 1996, p. 70
Michael Eugene Porter è un accademico ed economista statunitense.
Michael Porter è professore alla Harvard Business School dove dirige l'Institute for Strategy and Competitiveness.
Porter è uno dei maggiori contribuenti della teoria della strategia manageriale. I suoi obiettivi più importanti erano quelli di poter determinare come una società , o una regione, possa costruirsi un vantaggio competitivo.
Il sistema strategico di Porter consiste principalmente in:
Analisi delle 5 forze di Porter
Gruppi strategici
Catena del valore
Modello del Diamante di Porter che identifica le motivazioni per le quali alcune nazioni risultano vincenti in campo internazionali in determinati settori economici
Strategie generiche di: leadership di costo, differenziazione, focalizzazione
Strategie di posizionamento nel mercato basate su: varietà, bisogni e accessoNel 1984 fu cofondatore della Monitor Group, società con sede centrale a Cambridge, Massachusetts.
Nel 1994 fondò la Initiative for a Competitive Inner City, organizzazione non-profit per promuovere lo sviluppo economico nei centri urbani impoveriti. Wikipedia

“The essence of strategy is choosing what not to do.”
Origine: What is strategy?, 1996, p. 70
“Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.”
"What is strategy?," 1996
Contesto: There's a fundamental distinction between strategy and operational effectiveness. Strategy is about making choices, trade-offs; it's about deliberately choosing to be different. Operational effectiveness is about things that you really shouldn't have to make choices on; it's about what's good for everybody and about what every business should be doing.
“The best CEOs I know are teachers, and at the core of what they teach is strategy.”
Michael Porter, "The CEO as strategist," in: Henry Mintzberg, Bruce W. Ahlstrand, and Joseph Lampel (eds.). Strategy bites back: It is a lot more, and less, than you ever imagined. Pearson Education, 2005. p. 45
“The essence of formulating strategy is relating a company to its environment.”
Origine: Competitive strategy, 1980, p. 3
Competitive Advantage, 1985
2008 edition, p. 248
Competitive strategy, 1980
Origine: Competitive strategy, 1980, p. 157
Michael Porter, "The CEO as strategist," in: Henry Mintzberg, Bruce W. Ahlstrand, and Joseph Lampel (eds.). Strategy bites back: It is a lot more, and less, than you ever imagined. Pearson Education, 2005. p. 45