Estrategia y Competividad Michael Porter
Summary
TLDREn 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
😀 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.
🌐 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.
📉 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.
🌟 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.
🚂 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.
Mindmap
Keywords
💡Estrategia
💡Crisis económica
💡Reubicación
💡Sociedad
💡Desarrollo económico
💡Modelo de las Cinco Fuerzas
💡Efectos de red
💡Innovación
💡BRICS
💡Implementación de 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
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