Estrategia y Competividad Michael Porter

Summary

En este especial de HSN, se entrevistó a Michael Porter, profesor de la Escuela de Negocios de Harvard y reconocido pensador en estrategia. Porter discute los cambios en la teoría de la estrategia, enfocándose en la importancia de aprovechar las crisis económicas para reubicar la empresa y avanzar. Aborda la necesidad de integrar estrategias económicas y sociales, especialmente ante problemas mundiales como la pobreza y el cambio climático. También comenta sobre su trabajo en el desarrollo de la atención médica en países pobres y la influencia del sector privado en el desarrollo económico. Finalmente, analiza el modelo de las cinco fuerzas y su relevancia en la implementación de estrategias exitosas.

Takeaways

• 🌐 La crisis económica ha estimulado una nueva era de pensamiento estratégico sobre cómo actuar en situaciones de mercado caído y reducción de demanda.
• 💡 Es importante utilizar las crisis como una oportunidad para reubicar la empresa y avanzar en el negocio, en lugar de retirarse.
• 🌱 Se está desarrollando un movimiento en estrategia que busca vincular mejor la estrategia con la sociedad, reconociendo problemas globales como la pobreza, la salud y el medio ambiente.
• 📚 El profesor Porter ha estado trabajando en el desarrollo de atención médica en países pobres, utilizando principios similares pero con desafíos distintos.
• 🔄 La ayuda tradicional no ha funcionado bien y se necesita una nueva forma de involucrar al sector privado en el desarrollo económico colaborando con otros sectores de la sociedad.
• 🛠️ El modelo de las Cinco Fuerzas de Porter es una forma de pensar fundamental sobre la naturaleza de la competencia en cualquier negocio, y ha añadido la dimensión de los efectos de red en la economía de demanda.
• 🔄 La implementación de la estrategia es tan importante como el desarrollo de la estrategia misma, y requiere claridad, comunicación y medición.
• 🌐 La estrategia debe ser comunicada a todos los niveles de la organización para que todos entiendan y se alineen con los objetivos.
• 📈 Se necesitan métricas específicas para medir el éxito de una estrategia, en lugar de utilizar métricas generales impuestas por el mercado financiero.
• 🇺🇸 El profesor Porter plantea que los Estados Unidos enfrenta desafíos como la calidad de la fuerza laboral y el costo de hacer negocios, y sugiere una revisión de la regulación y la educación.
• 🌟 Los países emergentes, especialmente Brasil, tienen un potencial巨大 para el crecimiento económico, pero deben abordar desafíos como la burocracia y la complejidad.

Q & A

¿Qué ha cambiado en el pensamiento estratégico en los últimos años según el profesor Michael Porter?

Según el profesor Porter, el cambio más significativo en el pensamiento estratégico ha sido la necesidad de adaptarse a entornos económicos difíciles, lo que ha estimulado nuevas ideas sobre cómo actuar en crisis y utilizarlas como oportunidades para reubicar la empresa y avanzar en el negocio.

¿Cuál es el movimiento en estrategia que sugiere un enlace más estrecho entre la estrategia y la sociedad?

El movimiento en estrategia que sugiere un enlace más estrecho entre la estrategia y la sociedad es la creciente conciencia de problemas globales como la pobreza, la salud y el medio ambiente, lo que lleva a nuevas ideas sobre cómo integrar económica y socialmente la operativa de una empresa.

¿En qué está trabajando actualmente el profesor Porter en el ámbito de la atención médica?

El profesor Porter está trabajando en el desarrollo de atención médica en países muy pobres, utilizando principios similares a los de economías avanzadas pero enfrentando desafíos distintos, y también se está enfocando en cómo las empresas pueden influir en el desarrollo económico de su comunidad.

¿Qué es el modelo de las cinco fuerzas de Porter y cómo ha evolucionado recientemente?

El modelo de las cinco fuerzas de Porter es una forma de analizar la naturaleza de la competencia en cualquier negocio. Recientemente, se ha añadido la dimensión de los efectos de red y las economías de escala en la demanda, que son cada vez más importantes para la penetración en el mercado.

¿Cómo el profesor Porter ve los retos actuales para la implementación o ejecución de una estrategia?

Según el profesor Porter, la clave para la implementación o ejecución exitosa de una estrategia es tener claridad en la estrategia, comunicarla eficazmente a todos los niveles de la organización, establecer métricas que se alineen con la estrategia y tener líderes que vivan y demuestren la estrategia a través de su comportamiento y acciones.

¿Qué es la propuesta del profesor Porter para un modelo competitivo en los Estados Unidos?

El profesor Porter sugiere que los Estados Unidos necesita revisar su enfoque en la regulación empresarial, mejorar la calidad de su fuerza laboral y abordar los costes crecientes de hacer negocios, para recuperar su competitividad.

¿Cómo el profesor Porter evalúa la situación actual de Rusia en términos de crecimiento y competitividad económica?

El profesor Porter ve a Rusia como un país con potencial no aprovechado, con un sistema económico y político disfuncional que no ha tomado los pasos necesarios para crear una economía competitiva a pesar de sus recursos y talento humano.

¿Qué piensa el profesor Porter sobre el potencial de Brasil como un país BRICS y sus desafíos?

El profesor Porter considera que Brasil tiene un potencial significativo y está en movimiento, pero enfrenta desafíos como la burocracia y la complejidad que ralentizan su progreso económico.

¿Cómo el profesor Porter describe la situación de la India en comparación con Brasil y otros países BRICS?

El profesor Porter describe a la India como un país con una complejidad aún mayor que Brasil, pero que también tiene el potencial para progreso si puede abordar sus desafíos y mantener la estabilidad en su política.

¿Qué es la opinión del profesor Porter sobre la importancia de la investigación fundamental en el campo de la estrategia?

El profesor Porter cree que hay una falta de investigación fundamental en el campo de la estrategia y desea que la comunidad académica se involucre más en el debate estratégico, utilizando métodos rigurosos y datos sólidos para abordar las preguntas pendientes.

¿Cómo el profesor Porter ve la tendencia de enfocarse en una tendencia o área crítica como una teoría completa de estrategia?

El profesor Porter critica esta tendencia, ya que considera que no captura una visión holística y completa de la estrategia, y que a menudo se trata de repackaging de ideas existentes o de enfocarse en un aspecto específico sin considerar el conjunto.

Outlines

00:00

😀 Cambios en la Pensamiento Estratégico

El profesor Michael Porter de la Escuela de Negocios de Harvard, reconocido como líder mundial en estrategia, discute los cambios en la teoría estratégica en los últimos años. Se enfoca en cómo las difíciles condiciones económicas han estimulado nuevas ideas sobre cómo actuar en momentos de crisis. Él enfatiza la importancia de utilizar la crisis no para retirarse, sino para reubicar la empresa y avanzar el negocio. Además, menciona un nuevo movimiento en estrategia que busca unir estrategia y sociedad, reconociendo problemas globales como la pobreza, la salud y el medio ambiente, y cómo las empresas pueden integrar estas preocupaciones en su operativa.

05:01

🌐 La Integración de Estrategia y Sociedad

Porter habla sobre su trabajo en el ámbito de la atención médica, tanto en economías avanzadas como en países pobres, utilizando principios similares pero enfrentando desafíos distintos. Destaca la necesidad de que las empresas influyan en el desarrollo económico de sus comunidades y critica el modelo de ayuda tradicional, que considera que no ha funcionado bien. Aboga por el sector privado y su colaboración con otros sectores de la sociedad para el desarrollo económico. También menciona su modelo de las cinco fuerzas, destacando la importancia de entender los drivers económicos subyacentes y cómo se ha enriquecido con el concepto de economías de escala en la demanda y efectos de red.

10:02

📉 Desafíos y Oportunidades en la Ejecución de Estrategias

En este párrafo, Porter reflexiona sobre la implementación de estrategias y cómo a veces se confunde con la ejecución. Critica la tendencia de enfocarse en un solo aspecto de la estrategia, como la ejecución o la externalización, en lugar de adoptar una visión holística. Aboga por la importancia de la claridad en la estrategia, la comunicación efectiva a todos los niveles de la organización y la medición con métricas que se alineen con la estrategia específica. Asimismo, resalta el papel del líder al vivir y transmitir la estrategia a través de su comportamiento y decisiones.

15:03

🌟 Competitividad y Desarrollo de los Estados Unidos

Porter analiza la situación de los Estados Unidos en términos de competitividad, señalando la necesidad de abordar problemas como la calidad de la fuerza laboral y el costo de hacer negocios. Plantea que la administración actual se enfoca en estimular la demanda en lugar de enfrentar estos desafíos estructurales. Si tuviera la oportunidad de influir en las estrategias del país, destacaría la importancia de revisar la regulación empresarial y otras áreas para fomentar el crecimiento y la competitividad a largo plazo.

20:05

🚂 Crecimiento y Desafíos de los Países Emergentes

En el último párrafo, Porter discute el potencial de crecimiento de los países emergentes, particularmente en el contexto de las naciones BRICS. Señala que Rusia se ha quedado atrás debido a su dependencia de recursos y falta de reformas, mientras que Brasil está asumiendo su lugar como un verdadero actor global. Elogia la innovación y el pluralismo en Brasil, pero también señala la burocracia y la complejidad como desafíos. Por último, menciona la lentitud de la India y la necesidad de abordar nuevos desafíos mientras se mantienen las políticas estables.

Keywords

💡Estrategia

La estrategia es el plan o conjunto de acciones que una organización o individuo utiliza para alcanzar sus objetivos a largo plazo. En el video, la estrategia es central, ya que el profesor Michael Porter discute cambios en la thinking estratégico y cómo las crisis económicas pueden ser utilizadas para reubicar una empresa. Ejemplo: '...thinking en una crisis lo que es más importante hacer es utilizar la crisis como una oportunidad para reubicar la empresa...'

💡Crisis económica

Una crisis económica se refiere a una recesión o disminución significativa en la actividad económica. En el video, se menciona cómo las crisis económicas estimulan el pensamiento estratégico y la toma de decisiones en momentos de incertidumbre. Ejemplo: '...el entorno económico difícil que hemos tenido, una nueva era de pensar sobre lo que se hace en una crisis...'

💡Reubicación

La reubicación es el proceso de cambiar la posición o la orientación de una empresa para adaptarse a los cambios en el mercado o aprovechar nuevas oportunidades. En el video, el profesor Porter sugiere que durante una crisis, es importante reubicar la empresa para avanzar el negocio. Ejemplo: '...es utilizar la crisis como una oportunidad para reubicar la empresa...'

💡Sociedad

La sociedad hace referencia a la comunidad o la nación en su conjunto. En el video, se discute cómo la estrategia de una empresa está vinculada a la sociedad y cómo las empresas pueden abordar problemas sociales como la pobreza y el medio ambiente. Ejemplo: '...un nuevo movimiento en estrategia que es vincular mejor la estrategia en la sociedad...'

💡Desarrollo económico

El desarrollo económico se refiere al crecimiento y mejoramiento de la economía de un país o región. En el video, el profesor Porter habla sobre el papel de las empresas en el desarrollo económico y cómo el modelo de ayuda tradicional no ha funcionado bien. Ejemplo: '...cómo las empresas realmente influyen el desarrollo económico de su comunidad...'

💡Modelo de las Cinco Fuerzas

El Modelo de las Cinco Fuerzas, desarrollado por Michael Porter, es una herramienta utilizada para analizar la competencia en una industria. En el video, se menciona cómo el modelo ha evolucionado para incluir factores como los efectos de red. Ejemplo: '...el modelo de las cinco fuerzas es una forma de pensar muy amplia y fundamentalmente sobre la naturaleza de la competencia en cualquier negocio...'

💡Efectos de red

Los efectos de red se refieren a la ventaja que obtiene una empresa cuando más clientes u operadores adoptan su producto o servicio, lo que dificulta la entrada de competidores al mercado. En el video, se destaca como un cambio importante en el marco del modelo de las Cinco Fuerzas. Ejemplo: '...los efectos de red, y el grado en que una empresa puede crear una red de clientes...'

💡Innovación

La innovación es el proceso de crear algo nuevo o mejorar lo existente, a menudo en el contexto de productos, procesos o servicios. En el video, se sugiere que Rusia tiene el potencial para ser un líder en innovación debido a sus recursos educativos y tecnológicos. Ejemplo: '...Rusia podría ser una potencia de innovación...'

💡BRICS

BRICS es un acronimo que representa a Brasil, Rusia, India, China y Sudáfrica, que son consideradas naciones emergentes con un impacto creciente en la economía global. En el video, se discute cómo cada país dentro del grupo enfrenta desafíos y oportunidades distintos. Ejemplo: '...de los países BRICS, creo que el que claramente es el último en el tren es Rusia...'

💡Implementación de estrategia

La implementación de estrategia se refiere a cómo se convierte una estrategia en acciones y resultados reales dentro de una organización. En el video, se discuten factores clave para una efectiva implementación, como la claridad en la estrategia y la comunicación. Ejemplo: '...primero de todo, hay que tener claridad en qué es la estrategia...'

Highlights

Professor Michael Porter discusses the evolution of strategy thinking in response to economic crises, emphasizing the importance of using crises as opportunities for repositioning companies.

A new movement in strategy aims to better link strategy with societal issues, recognizing the growing concern over global problems like poverty, health, and the environment.

Porter's work on healthcare extends from advanced economies to developing healthcare systems in very poor countries, applying similar principles to different contexts.

The traditional aid model for economic development is criticized as ineffective, with a call for private sector involvement and collaboration with other societal parts.

Porter reflects on the Five Forces model, considering its enduring relevance and the addition of demand-side economies of scale, particularly network effects.

The interview touches on the repackaging of strategy concepts, such as 'blue ocean' strategies, as new metaphors rather than fundamentally new theories.

Porter critiques the tendency to focus on single trends in strategy, advocating for a more holistic and rigorous academic approach.

The importance of strategy implementation is highlighted, with clarity, communication, and tailored metrics being key to successful execution.

Leadership's role in embodying and reinforcing the strategy through behavior and actions is underscored as crucial for strategy realization.

Porter's article on the United States' competitive trajectory is mentioned, suggesting the US faces challenges in maintaining its competitive edge.

An imagined role for Porter as the US 'Minister of Strategy' prompts discussion on necessary reforms in regulation and business practices.

The BRIC countries are analyzed, with Russia lagging due to its resource-driven economy and lack of competitive reforms.

Brazil's potential as a BRIC country is recognized, with its stable leadership and entrepreneurial spirit, but bureaucracy and complexity are cited as hindrances.

India's complexity and the need for policy stability while addressing new challenges are discussed in the context of its growth potential.

Porter warns against complacency in Brazil, emphasizing the need for continuous improvement and addressing emerging challenges.

The interview concludes with a reminder of the importance of strategy in navigating economic challenges and the role of innovation in maintaining competitiveness.

Transcripts

welcome to HSN specials I have the

pleasure to be here today with Professor

Michael Porter of the Harvard Business

School the world's leading thinker on

strategy press reporter thank you for

being our program my pleasure miss

Porter what has changed in strategy

thinking the past few years well I think

the biggest thing that probably has been

stimulating a lot of thinking is the

difficult economic environment we've had

a whole new era of thinking about what

do you do in a crisis what do you do

when the market really drops what do you

do when demand drops and I think there's

been a lot of new ideas and thinking

about how when you're in a crisis the

worst thing to do is it's just to

withdraw the most important thing to do

is to use the crisis as an opportunity

to reposition the company get things

done move the business forward so I

think that's been probably the the most

the most vivid trend or the most vivid

characteristic of the last few years I'm

seeing a new movement in strategy which

which is to better link strategy in

society I think that there's a growing

recognition I think and among more and

more people that we have some important

problems in the world particularly the

younger people are very concerned about

those problems poverty health and in the

environment many other areas and I think

there's some new ideas and new thinking

emerging about how to sort of integrate

better the economic and the social into

an integrated view of how the company

operates and this is something that I've

been writing about recently and continue

to write about mmm-hmm

you have always taken the strategy

concept to you know different levels

into the levels of countries to let out

of healthcare to levels of social

responsibility what are you working on

now

well the healthcare problems in

virtually every country in the world are

still keeping me very very busy I'm I've

been I started my health care

work focusing on advanced economies more

recently I've started a body of work

with colleagues at the Harvard Medical

School on developing healthcare in very

poor countries which which which uses a

lot of the same principles but has some

different issues and so so this would

this continues to be probably the may be

the largest single body of new work

right now but to the point I made

earlier I think I've been working very

very hard lately on the question of how

do companies actually influence the

economic development of their community

and I think you know the traditional aid

model hasn't worked too well you know

we've had these institutions since you

know World War two you the World Bank

and the UNDP and every country has

foreign aid and there's all kinds of

schemes to do economic development but

the the current model isn't working and

I think that the you know getting the

private sector to play and figuring out

how the private sector can work

collaboratively with other parts of

society I think is again a frontier

issue that I've been spending a lot of

time on I support your five forces model

is probably the most recognized model

strategy in the world and you you know

you wrote to me you wrote a new edition

of your book and it had a neat reduction

talking about it what's your current

thinking on the five forces well the

five forces model is is of course a way

of thinking very broadly and very

fundamentally about the nature of

competition in any particular business

you can apply to products or services

you can even apply to nonprofits who are

really competing for customers for for

funders so in some sense they have a

business as well what the Five Forces

tries to do is it tries to abstract away

from the details of any given moment in

time or or any given state of technology

or any given trend in the marketplace

and really try to ask the question what

are really the underlying economic

drivers here and you know about a year

and a

half ago I did a kind of major review of

all the work that I'd done on five

forces and industry analysis look at the

literature and went through a long

process of kind of asking myself gee do

I need to update this model do I need to

add dimensions to it and there has been

some interesting learning I think the

number thing this biggle biggest change

that's happened that affects that

framework is you know it used to be that

we thought about economies of scale on

the supply side you know economies of

scale in terms of of getting into the

market having to have a big factory or a

big supply chain I think over the last

15 or 20 years what's become much more

important as economies of scale on a

demand side the so-called network effect

and the degree to which a company can

create a network of customers which then

make it very hard for another company to

penetrate that market so with that that

that is a I think an important dimension

and what and when I rewrote and

republished my original Five Forces

concepts I added that dimension but but

otherwise I'm very very confident from

working in hundreds and hundreds of

industries that the basic underlying

fundamentals of industry competition are

invariant of time but but what confuses

people sometimes is that the given

moment that we're in creates all kinds

of new possibilities those possibilities

make competition change very differently

but the underlying fundamental structure

is basically this

how not to get distracted on on thinking

about strategy because there are the

offering is so huge on different models

and you have names and blue ocean and

yeah red ocean and well I think frankly

I think a lot of the work on strategy is

is falls into one of two categories

number one it's a sort of a repackaging

of what's already been said so um you

know the blue ocean is is a nice

metaphor it basically it says you know

go where your competitors are not ah gee

it sounds like we've been talking about

that for many years that's that's not

what I would call a really a new

framework or a new theory that's that's

just an interesting new metaphor it

gives managers a new way of kind of

encouraging them to look for open space

in the market I think it's been helpful

I can see why why managers find it

helpful

managers always looking for a new sort

of way to prompt new thinking a you know

to come stretch themselves a little bit

and so so sometimes really there's

nothing really fundamentally or

strategically or theoretically different

but but but basically it's useful

because it prompts managers in the new

direction

the other the other tendency in the

field of strategy is to pick on one

trend and make it into a whole theory so

whether it's execution or outsourcing or

globalization or bottom of the pyramid

there's a lot of work in the field that

really doesn't try to capture the if you

will holistic view but but tries to

identify important critical areas that

need attention yeah that are part of the

whole but they need more attention so

again I think the bottom of the pyramid

type work is very helpful because

there's an enormous market and most

companies certainly from the advanced

world don't really think about that

market they don't think about that as an

opportunity they just resell the same

products they produce you know in in in

in New York City and and it's actually

very challenging to rethink your product

for a very different customer set so I

think that that's been very useful work

so III find

think there's too many new comprehensive

views of strategy right now but I think

there's there's always going to be the

market for ideas is a very very

efficient market and there's always

people out there with ideas and and

business people are hungry for new ways

of thinking so I think I think the field

is pretty healthy but I wish we would

see a little bit more fundamental

research and I wish the academic

community frankly would get back into

the strategy debate a little bit more

vigorously than most of the work that's

related to strategy over the last 10

years or so has been done really outside

of outside of the academic it's been

done by journalists it's been done by

you know thoughtful observers

consultants and I think the academic

sort of scholarly approach that really

looks at rigorous data and uses rigorous

methods and draws on kind of discipline

frameworks is is a very powerful tool

there's still lots of questions to be

asked about strategy that an answered

one of the biggest nightmares of foe

managers is is probably making your

strategy work you know what you're

calling implementation used to call you

call that implementation many years ago

people are talking about execution right

yeah there's there's an example of how

an idea that that's an important idea

gets kind of repackaged so that it's

more vivid and fresh and and that

happens a lot and how to to implement

your strategy or how to execute your

strategy order the factors that you have

to think to not get lost in them in the

way well I think first of all you know

there there has to be a clarity on what

it actually is the strategy is and what

we mean by the strategy and and as you

know because you and I spend time

together a lot there's a lot of people

that use the word strategy to mean a lot

of different things and so I think that

that frankly one of the key steps in

successful strategy is to get everybody

on the same page and have a common

understanding of what you're talking

about and that leads to really a second

sort of critical area which is

communication that is that

lots and lots of people in the

organization have to understand the

strategy they have to understand who the

target customer is what needs the

companies trying to meet how it's trying

to be unique how is trying to deliver

something different how that compares to

the rivals and that's just not the top

management that needs to know that it's

it's the the person that's making the

sales call needs to know that the person

that's answering the phone you know at

the call center needs to understand that

the person that's out there in the

laboratory trying to develop the next

product in the product line so I think

first of all common understanding common

framework for thinking then very clear

communication and this is where the the

CEO or the leader is particularly

responsible CEO has to be repeating over

and over again here's what we are here's

why we're different here's what we're

trying to distinguish ourselves and do

it and then and then I think making sure

that you have metrics for measurement

that are actually tied to your strategy

not just general metrics that sort of

everybody uses or any company could use

and by the way the capital markets the

financial markets tend to impose general

metrics on the company they they tend to

use certain metrics you know sales / you

know same store sales or you know

revenue per employee they tend to use

general metrics and and really apply

those to every company in the sector or

field a good strategy requires really

metrics tailored to the particular

strategy so if if hsn.the your company

that's putting on these wonderful events

around the world that I'm participating

in many times you know they're there's

there's an organization that's really

seeking a senior management audience

that's trying to provide really the best

ideas it's trying to provide an

incredible customer experience for the

participants it's trying to get the the

most cutting-edge speakers each of those

determines some metrics that you would

want to measure to see whether you're

actually achieving the goal so you've

got to get this general kind of vague

notion of strategy and you've got to

make it as

creet as possible as complete as

possible to as many people as possible

in both qualitative and quantitative

ways and then and then I think also you

know good leaders live out the strategy

themselves in the way they behave and

how they spend their time and I've seen

many cases where you'll you'll see a

good leader take a seemingly minor step

but the step just sends an incredible

message about the strategy so you know

serving a customer a step to serve a

customer whether we're the leader will

actually go the extra mile himself or

her stuff to actually serve the customer

in the way the company wants to stand

for so I think I think this issue of

execution or implementation or

realization or whatever we want to call

it is is I think now you know one of

those areas that's just as important in

a way is coming up with the strategy

itself

first part I just shifting subjects a

little bit talking about the United

States

you wrote a few months ago a wonderful

article that appeared I covered a

Business Week with proposition for a

competitive model fear in the United

States which has suffered a little bit

so the first question is has the United

States lost its strategy a little bit

second if President Obama would name

Professor Porter the minister of

strategy for United States what would

you do well I don't know if I should be

horrified or excited about that I you

know I would encourage any of our

viewers to go and read that article

because it's not very long and it really

does try to synthesize a perspective

about the trajectory of the US as a

nation and as a very competitive nation

historically III think that the US has

this incredible vitality and incredible

dynamism but it has faced kind of

growing constraints that are holding

that back I think you know to me the

most vibrant visible of those and the

most scariest of those is the labor

force we just don't have a high enough

quality labor force and we have all

kinds of problems with getting people

graduate from high school and so forth

but and and there's there's a there's a

creeping you know cost of doing business

in the US which is which is getting

higher and higher and higher I don't see

yet the administration really tackling

these issues I think the administration

is still really focused on the you know

the economic downturn pumping up demand

you know if I could get in a role where

where I was you know kind of cheese

strategies for the US I think the

priorities are pretty straightforward I

laid them out in the article you know we

have to we we have to review our whole

approach to regulating business it's

been broken to finalize a Press reporter

we you know a few years ago we started

concept of brick zero Russia in the in

China but only Indian China really took

the lead Brazil and Russia were not a

little side of the game now pursues back

yeah game Russia's seems to be out of

this yep

competitiveness how do you see all that

s people as everybody said that the next

wave of growth will be in the emerging

countries yeah

well I think that you know I think I

think you're you're correct in that of

the the so-called BRIC countries I think

the one that's clearly the caboose on

the train you know that's not not not

moving is Russia Russia's still stuck in

the same broken resource driven top-down

political socio-political economic

time-warp that and hasn't really taken

many of the steps necessary to create a

really competitive economy ironically

Russia could be an innovative powerhouse

you know Russia has the best lot best

scientists and the best technology and

the best engineering and the highest

level of education and PhDs and and and

so they have these precious assets you

know that all these other countries

would just die for but yet the system is

completely dysfunctional and it's not

the big bit you know because versus big

country there's a lot of resources there

there's a lot of money being made in

Russia but Russia is not going anywhere

right now

the this new president is is actually

starting to talk in an encouraging way

but Russia has lost four or five years

that they started some reform and they

just and then and then we got rich again

quote-unquote because the oil

ice went up and resource prices when

they got rich again they stopped really

reforming Brazil I think is now finally

I think taking its place as a true BRIC

country I think as we were talking

earlier I think Brazil is on the move I

think Brazil has pretty stable

leadership I think Brazil has a strong

base of talent and skill and

entrepreneurship and innovation I think

Brazil has the advantage of over China

of much more pluralism much much more

democratic much more open much more

bottoms up I think that will stay in

Brazil in good stead I think again

Brazil to me the biggest weaknesses of

Brazil are this this kind of deadening

bureaucracy and complexity that

surrounds everything I mean I was you

know I you know I went through the

airport in San Paulo today and it was it

was an embarrassment I mean it wasn't a

first world country it was a third world

country was like being in Africa mm-hmm

it was poorly managed the the people

were standing the the supervisors were

standing around they weren't working

there was no concern about the passenger

experience there was no concern about

efficiency there was no concern about

using people's time it was just acting

out the same old you know tired third

world type approach and that mentality

is still too strong in Brazil it's it's

particularly in government and and so I

think whereas China is much more much

more active action-oriented they fix

things they change things you know

sometimes they you know trash you know

Human Rights in the process which makes

us all uncomfortable India lumbers along

with with a lot of complexity but Brazil

should be able to make much more rapid

progress in India India's hugely

complicated compared to Brazil but but

and and and so the question is how can

you kind of preserve the stability in in

policy but yet start to deal with some

of these things that now are the new

challenge it used to be in Brazil it was

the challenge was just

having basic stable policies and having

sound macro and all that Brazil's got

all that now now we got to move to that

next level so I think I think Brazil is

going to do do do very well I'm I it is

doing very well and but I hope that the

Brazilian business community and and the

kind of Greater civic society here will

will not get too satisfied you know what

it worries me a little bit that too many

Brazilians have their chest stuck out

now and there and that's always a little

bit dangerous in any country that's

right

mr. Porter thank you so much for your

contribution to our viewers and

appreciate your coming to Brazil again

my pleasure

Jose thank you