Michael Porter, considered the most influential business strategist over the last 30 years, gave a lecture on competitiveness and development in Trinidad and Tobago. In the lecture, he emphasized that governments should focus on facilitating private sector productivity rather than redistributing resources. He also stressed that competitiveness requires coordination between the public and private sectors. In an interview after, Porter discussed China's transition to an innovation-based economy, challenges facing Latin America, the concept of shared value between companies and society, and how the internet on its own is not a source of competitive advantage.
Since the mid-1980s, sustainable development has been generally used but got predominance
when it became progressively fashionable to use it as a way of reacting to global environmental concerns,
biophysical issues, fairness, equity and distribution. The issue of sustainable development has been a growing
concern to both the government
The Role of IT in Supporting Vietnam Youth Entrepreneurshipijtsrd
This paper aimed to analyse the role of IT in supporting entrepreneurs in Vietnam. Our findings show that youth entrepreneurship in Vietnam face a number of hurdles in accessing IT services. Although a number of them have shown an interest in integrating IT into their business operations, however, most of them do not have enough resources to fully exploit IT opportunities. Other problems mentioned to confront youth entrepreneurship in their endeavour to access and use IT in their businesses is the lack of knowledge and skills on how to use computer, language and lack of time. Dr. Le Nguyen Doan Khoi "The Role of IT in Supporting Vietnam Youth Entrepreneurship" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31503.pdf Paper Url :https://www.ijtsrd.com/economics/commerce/31503/the-role-of-it-in-supporting-vietnam-youth-entrepreneurship/dr-le-nguyen-doan-khoi
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
« La règle de trois »
L’entrepreneuriat, moteur de la croissance et de l’emploi
L’entrepreneuriat est clairement identifié dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème édition du Baromètre EY 2013 de l’entrepreneuriat* :
67% des emplois créés en 2012 dans les pays de l’UE l’ont été par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recruté l’an passé grâce à la croissance qu’ils ont pu générer par l’innovation.
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
El EY G20 Emprendimiento Barómetro 2013 está diseñado para ayudar a los países líderes en comparar su progreso y desempeño en este tema vital. Permite a cada nación del G-20 para identificar los puntos fuertes de su entorno empresarial, así como las principales oportunidades para un mayor desarrollo.
Como resultado, el Barómetro ofrece un marco de gran alcance para ayudar a los países a entender y mejorar los ecosistemas que son vitales para el éxito de los empresarios del futuro.
Since the mid-1980s, sustainable development has been generally used but got predominance
when it became progressively fashionable to use it as a way of reacting to global environmental concerns,
biophysical issues, fairness, equity and distribution. The issue of sustainable development has been a growing
concern to both the government
The Role of IT in Supporting Vietnam Youth Entrepreneurshipijtsrd
This paper aimed to analyse the role of IT in supporting entrepreneurs in Vietnam. Our findings show that youth entrepreneurship in Vietnam face a number of hurdles in accessing IT services. Although a number of them have shown an interest in integrating IT into their business operations, however, most of them do not have enough resources to fully exploit IT opportunities. Other problems mentioned to confront youth entrepreneurship in their endeavour to access and use IT in their businesses is the lack of knowledge and skills on how to use computer, language and lack of time. Dr. Le Nguyen Doan Khoi "The Role of IT in Supporting Vietnam Youth Entrepreneurship" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31503.pdf Paper Url :https://www.ijtsrd.com/economics/commerce/31503/the-role-of-it-in-supporting-vietnam-youth-entrepreneurship/dr-le-nguyen-doan-khoi
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
« La règle de trois »
L’entrepreneuriat, moteur de la croissance et de l’emploi
L’entrepreneuriat est clairement identifié dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème édition du Baromètre EY 2013 de l’entrepreneuriat* :
67% des emplois créés en 2012 dans les pays de l’UE l’ont été par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recruté l’an passé grâce à la croissance qu’ils ont pu générer par l’innovation.
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
El EY G20 Emprendimiento Barómetro 2013 está diseñado para ayudar a los países líderes en comparar su progreso y desempeño en este tema vital. Permite a cada nación del G-20 para identificar los puntos fuertes de su entorno empresarial, así como las principales oportunidades para un mayor desarrollo.
Como resultado, el Barómetro ofrece un marco de gran alcance para ayudar a los países a entender y mejorar los ecosistemas que son vitales para el éxito de los empresarios del futuro.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Slide presentation accompanying the paper titled: "Realizing Hong Kong's knowledge-based economy potential as part of a rising China" submitted to The Eighth Annual Conference of The Asian Study Association of Hong Kong, 8-9 March 2013
PIC - Collaboration on Entrepreneurship with African InstitutionsMark Street
PIC Entrepreneurship Mission in Collaboration with African Institutes
Our goal is to work with and through our partners to build a solid platform that connects aspiring entrepreneurs with the business world and giving them the tools necessary to succeed. We aim to foster and convey the entrepreneurial spirit in Israel to stimulate creative minds, to form and build on pioneering ideas, thereby enriching lives with vibrancy, originality, and modernization. In collaborating with PIC, we expect our partners to sell our services to their students, business community and to a regional audience in which to promote their institution and development. This may be achieved in the form of international events, seminars, workshops, consultancies and international study tours.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
Economic Empowerment and Inclusion of Women in APEC Economies Dr Lendy Spires
Message from the APEC Business Advisory Council Women’s economic empowerment is a fundamental element of the inclusive growth that APEC strives to promote and is vital to the future competitiveness of the Asia-Pacific region. As a venue for international collaboration between diverse public and private stakeholders, APEC presents an important opportunity to equip policymakers and industry leaders to effect further changes.
With the right training, education and policies, APEC economies can further leverage their existing workforces as well as invest in future productivity. Addressing limits on women’s participation in the workforce could potentially add up to US$89 billion a year to the regional economy, according to a 2012 United Nations estimate. As representatives of the private sector, we recognize that addressing the current lack of women’s economic participation is a business imperative that impacts our bottom line as well the GDP growth in our economies. For example, having access to larger numbers of Science, Technology, Engineering and Math (STEM) educated women increases our pool of skilled employees.
In addition, developing a leadership pipeline that strives to train, retain and promote women within our organizations enables our firms to perform better and more effectively serve customers by leveraging new perspectives. Addressing the barriers that prevent women-owned Small and Medium Enterprises (SMEs) from being successful will accelerate the economic contributions of women-owned firms. Establishing the proper environment for advancing women’s economic engagement is a multifaceted challenge. It will require initiatives within the public and private sectors. In order to enable policymakers and our peers in the private sector to more fully address these complexities, we aim to provide them with metrics that demonstrate the benefits of diversity, highlight success stories that can serve as useful examples, and strengthen the foundation for public private dialogues and partnerships on this important issue. APEC has taken important steps to advance women’s economic inclusion.
It is increasingly clear that their advancement is not only a social imperative, improving their lives and the lives of the families, but an economic imperative as well. As representatives of the APEC Business Advisory Council (ABAC), we are pleased to contribute this report to help advance the conversation and encourage further action. In addition to providing metrics and case studies to create a framework for future thinking, this document represents a strong signal from the business community that engaging women in the workforce is a central part of APEC’s mission to promote sustainable economic growth and prosperity in the Asia-Pacific region.
Abstract: Fortune telling may not be so difficult for someone who understands current global trends. This paper attempts to predict the future of management by considering the context of leadership, organizational trends, and its effects on the domestic labour market. The paper assumes an increase in government interventions across the globe to protect the domestic markets, emphasizing the circumstances of China and the United States of America. The paper further discusses two futuristic leadership models; the global leadership model and evolutionary-based management models then sets out two possible scenarios of future organizations and concludes by highlighting the necessary characteristics of the future manager.
The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
They have published a comprehensive report, written by Brunswick partners, Jon Miller and Lucy Parker, which shows that successful businesses thrive in open, diverse and inclusive societies.
For more information visit: www.open-for-business.org
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Slide presentation accompanying the paper titled: "Realizing Hong Kong's knowledge-based economy potential as part of a rising China" submitted to The Eighth Annual Conference of The Asian Study Association of Hong Kong, 8-9 March 2013
PIC - Collaboration on Entrepreneurship with African InstitutionsMark Street
PIC Entrepreneurship Mission in Collaboration with African Institutes
Our goal is to work with and through our partners to build a solid platform that connects aspiring entrepreneurs with the business world and giving them the tools necessary to succeed. We aim to foster and convey the entrepreneurial spirit in Israel to stimulate creative minds, to form and build on pioneering ideas, thereby enriching lives with vibrancy, originality, and modernization. In collaborating with PIC, we expect our partners to sell our services to their students, business community and to a regional audience in which to promote their institution and development. This may be achieved in the form of international events, seminars, workshops, consultancies and international study tours.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
Economic Empowerment and Inclusion of Women in APEC Economies Dr Lendy Spires
Message from the APEC Business Advisory Council Women’s economic empowerment is a fundamental element of the inclusive growth that APEC strives to promote and is vital to the future competitiveness of the Asia-Pacific region. As a venue for international collaboration between diverse public and private stakeholders, APEC presents an important opportunity to equip policymakers and industry leaders to effect further changes.
With the right training, education and policies, APEC economies can further leverage their existing workforces as well as invest in future productivity. Addressing limits on women’s participation in the workforce could potentially add up to US$89 billion a year to the regional economy, according to a 2012 United Nations estimate. As representatives of the private sector, we recognize that addressing the current lack of women’s economic participation is a business imperative that impacts our bottom line as well the GDP growth in our economies. For example, having access to larger numbers of Science, Technology, Engineering and Math (STEM) educated women increases our pool of skilled employees.
In addition, developing a leadership pipeline that strives to train, retain and promote women within our organizations enables our firms to perform better and more effectively serve customers by leveraging new perspectives. Addressing the barriers that prevent women-owned Small and Medium Enterprises (SMEs) from being successful will accelerate the economic contributions of women-owned firms. Establishing the proper environment for advancing women’s economic engagement is a multifaceted challenge. It will require initiatives within the public and private sectors. In order to enable policymakers and our peers in the private sector to more fully address these complexities, we aim to provide them with metrics that demonstrate the benefits of diversity, highlight success stories that can serve as useful examples, and strengthen the foundation for public private dialogues and partnerships on this important issue. APEC has taken important steps to advance women’s economic inclusion.
It is increasingly clear that their advancement is not only a social imperative, improving their lives and the lives of the families, but an economic imperative as well. As representatives of the APEC Business Advisory Council (ABAC), we are pleased to contribute this report to help advance the conversation and encourage further action. In addition to providing metrics and case studies to create a framework for future thinking, this document represents a strong signal from the business community that engaging women in the workforce is a central part of APEC’s mission to promote sustainable economic growth and prosperity in the Asia-Pacific region.
Abstract: Fortune telling may not be so difficult for someone who understands current global trends. This paper attempts to predict the future of management by considering the context of leadership, organizational trends, and its effects on the domestic labour market. The paper assumes an increase in government interventions across the globe to protect the domestic markets, emphasizing the circumstances of China and the United States of America. The paper further discusses two futuristic leadership models; the global leadership model and evolutionary-based management models then sets out two possible scenarios of future organizations and concludes by highlighting the necessary characteristics of the future manager.
The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
They have published a comprehensive report, written by Brunswick partners, Jon Miller and Lucy Parker, which shows that successful businesses thrive in open, diverse and inclusive societies.
For more information visit: www.open-for-business.org
Fortalecimiento de marca a través de las redes socialesAlbertina Navas
Conferencia dictada en la Escuela de Comunicación de la Universidad de San Carlos de Guatemala (USAC) por la gentil invitación de los estudiantes. Agosto, 2017
Taller que aborda conceptos generales del contexto digital en Centroamérica y el fenómeno de las redes sociales y la política abordados desde dos ángulos: 1. Ciberpolítica y 2. Ciberactivismo. Guatemala, julio 2017.
Conferencia dictada por Albertina Navas, a nombre del International Centre for Social Media Studies, sobre el hipertexto, consejos para escribir para Internet y redacción para Google
¿Cómo construir imagen empresarial en redes sociales?Albertina Navas
Charla: ¿Cómo construir tu marca personal en redes sociales? para el evento Emprendedoras Social Launch de Girls@Tech, que busca empoderar a la mujer en la tecnología
Conferencia dictada para la Asociación Guatemalteca de Profesionales de los Recursos Humanos, Hotel Barceló, Ciudad de Guatemala. La charla versó sobre los 5 pilares de la marca personal y profesional en Internet-
Conferencia dictada en el Social Media Week Guatemala organizada por el Center for Social Media Studies de la Escuela de Negocios Arthur Lok Jack y Campus TEC. Agosto, 2015
Certificación Profesional para Community ManagersAlbertina Navas
Este es un Programa híbrido: presencial (60%) y en línea (40%). Las clases presenciales se transmitirán en línea para quienes vivan fuera de Guatemala. Tiene una duración de 104 horas – 6 meses. Se otorgarán certificados con el respaldo del Center for Social Media Studies de Arthur Lok Jack, Campus TEC Guatemala y Google Authorized Reseller.
¿Quién soy?, ¿qué hago?, ¿qué ofrezco? Estos son las tres preguntas clave para desarrollar un plan de marca personal. Descubre los 5 pilares de la marca personal y cómo desarrollarla.
Take a look to these 2 principles & 8 tips about how to write for Facebook by Albertina Navas, social media lover & strategist for the blog www.contentisking.tips.
Webinar gratuito de introducción a la estrategia digital y de redes sociales. Se aborda la generación C, cifras clave de la región Centroamérica y Guatemala, el túnel del marketing digital, la mayoría de ejemplos no están incluidos en la presentación y se extraen conclusiones.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptx
‘There is no barrier to be prosperous, but us’
1. LINK
TO
ORIGINAL
PUBLICATION
IN
SPANISH:
GESTIÓN
Magazine
(203),
16-‐22:
http://es.scribd.com/doc/112078534/Entrevista-‐a-‐Michael-‐E-‐
Porter-‐Lo-‐unico-‐que-‐nos-‐impide-‐ser-‐prosperos-‐somos-‐nosotros-‐mismos
MICHAEL
E.
PORTER
THE
FATHER
OF
THE
COMPETITIVE
STRATEGY
‘There
is
no
barrier
to
be
prosperous,
but
us’
Porter is considered to be the most influential thinker in the world of business over
the last 30 years. He has developed fundamental concepts in areas of management
such as strategy, competitive advantage, value chain and clusters. His work escalated
from a micro level, which sought to explain business competitiveness, to a framework
context that refers to the competitiveness of nations. The following is an extract from
his conference held in Port of Spain and an exclusive interview.
By Albertina Navas, from Port of Spain (Trinidad and Tobago)
H
is discourse involves a convincing logic and his speech is eloquent. He avoids the
overuse of technical terms and presents illustrative and appropriate examples. That is
how Michael Porter speaks about the complex concepts of competitiveness and productivity,
in such a simple tone that he comes across as not saying anything new. Therein lies the
profoundness of his contribution, in that art of being able to successfully convey the abstract
and transform the strategy into a notion that can be applied not only by a small company, but
also by the leading economy in the world.
His name is a reference. There is no business school that does not impart his teachings nor is
there any manager who has not taken his thoughts into consideration in decision-making.
Thus, on March 25, his conference Competitiveness and Development was held in Port of
Spain, with almost 600 participants from seven countries, in addition to the hosts (Mexico,
Venezuela, Colombia, Ecuador, St. Lucia, St. Vincent and the Grenadines and Suriname).
Professor Porter delivered a 70 minute presentation at the annual event Distinguished
Leadership and Innovation Conference, organised by the Arthur Lok Jack Graduate School of
Business. Formality and protocol were the tone of the event, which was attended by major
executives and entrepreneurs from the region, as well as high-ranking officials such as Prime
Minister Kamla Persad-Bissessar and various State Secretaries.
Following the welcome address delivered by Dr. Arthur Lok Jack, one of the most influential
businessmen and entrepreneurs in the Caribbean, the much anticipated conference began with
a suggestive invitation to reflection presented by Porter: “There is no barrier to be prosperous,
but us. What creates prosperity is how we think, and then how we act”.
With slides chock full of statistical diagrams; the Professor began by establishing the
differences between competition and competitiveness. He emphasised that competition is a
condition in which one party wins and the other loses, while productivity produces value and
he assured that whoever is more productive will inevitably be more prosperous.
After that definition, he proceeded to fully explain the competitiveness of nations. He began
by defining two aspects of prosperity. One is inherited from natural resources, which he
described as limited and in which he identified significant involvement from the Government,
driven by the desire “to get the biggest piece of the pie”. The second type of prosperity, which
is derived from productivity, he qualified as being unlimited, with the capacity to expand the
pie and which calls for the Government to play the role of facilitator and creator of a culture
of productivity.
2. The presenter vehemently affirmed that the key lies in the strategy and he suggested that
measures be taken not only at the macro level (fiscal and monetary policies, social
infrastructure, political institutionality, human development…) but at the micro level as well
(environment for conducting business, cluster development; sophistication of company
operations…).
Porter’s style is reiterative and sharp. Accustomed to giving lectures, he insisted that: “Only
business can create wealth and profit”. On that basis, he recommended that Governments not
waste time on matters that fail to generate value. He cited as an example, the money used to
fight crime, which he called a burden on a country’s prosperity. “Don’t waste time in things
that don’t create value, it is a tax to the prosperity of the country”.
He underscored the notion that there is no single policy for being competitive and, among
other alternatives; he cited clusters coupled with an option to diversify the economy of a
nation. He advised that a cluster map be produced and strategic support given to those that
create more value and provide more wealth. He put forward a proposal to small economies
that they focus on niches and invited them to use Singapore as a reference, since it produces
nothing but it created infrastructure and an environment that facilitates business with the rest
of Asia.
According to this thinker of the economy and management, it is fundamental for each country
to have its growth plan and he was adamant in insisting that the competitiveness of a nation is
not a task that falls exclusively on the shoulders of the Government, but instead it requires
coordination between the public and private, and he made an appeal to the academia to
participate as a bridge between these worlds.
Michael Porter fervently defends the role of private enterprise as the generator of a country’s
wealth and categorically declares that Governments do not produce prosperity. He insistently
condemned protectionism and was harsh with those who hide behind culture in order to delay
their route toward competitiveness.
He maintained that political cycles run for 4 or 5 years, while competitiveness extends for 10
or 15 years. Therefore, competitiveness should be an issue that goes beyond a Government
and he stressed that the true challenge of the political sector is to provide continuity and to
plant these ideas among citizens.
In keeping with his opening, he closed by making an appeal for a positive attitude: “If we
focus on the fact that we are small and that we don’t have natural resources, no one is going
to help us. If Singapore had thought like that, it would not be where it is today”.
For many it was an enjoyable and brilliant lecture, while others considered his thinking to be
diluted with generalities. What is certain is that one cannot expect tailor-made recipes or
formulas from a great thinker, his mission is only to present guidelines so that each player
involved would take the “what” deemed applicable and seek out the “how” on their own.
Following a lengthy applause at the end of his intervention, in pure celebrity style, he
invested time and patience in front of dozens of cameras, signing one autograph after the
other. Even though he does not usually attend private meetings, he accepted the invitation to a
brief exclusive interview with openness and courtesy. With a smile and accepting “the risk of
answering questions”, he shared the following reflections:
Professor Porter, your competitive strategy model, represented in the Diamond that
bears your name (diagram 1), which was originally applied at the business level, is now
the framework that explains the competitiveness of regions and nations. Based on the
factors that you indicate for a country’s competitiveness , how do you think China
should move from the ‘made in China’ model to ‘invented by China’, in other words,
3. how should it move from being a manufacturing economy to one that is innovation-based,
in order to be competitive in the long term?
China is very quickly building innovation systems and infrastructures and is generating pools
of scientists and technologists, in addition to which it is developing many research activities
and is strengthening its university system. I am certain that China is moving rapidly toward an
innovation economy.
The real problem is that China is not playing by the rules. On the contrary, it is following
various policies that are creating distortions that affect other countries, for example, in
matters associated with intellectual property. There are Chinese companies that use
intellectual property in an unfair manner, they do not pay author’s royalties nor do they pay
for user licences.
Due to its size, China is exerting pressure on foreign companies to carry their research centres
to that country and from there they could have access to the Chinese market. In several
different ways, China is breaching the principles of the World Trade Organisation (WTO) and
the global economic community.
I believe that China will begin to suffer severe problems in the context of a global economy.
It is undoubtedly progressing, but the way in which it is doing so is damaging companies in
other countries. Therefore, the international community must initiate dialogue with China so
that it could, hopefully, begin to create fair competition with the rest of the world.
This reminds me a little about the case of Japan during the eighties. At that time, Japan was
creating substantial concern in other countries over the protectionism that it was promoting,
but years later; Japan changed many of its policies and was once again part of the world
economy. Now Japan no longer instils fear as an economy, it is simply an important member
of the international economic community.
During the conference Competitiveness and Development that you just presented, on
several occasions you stressed that a fundamental role of Governments in the
competitiveness of their countries is to encourage private companies to boost their
productivity and improve their efficiency. To what extent is this concept applicable to
realities that are politically unstable, are prisoners of economic uncertainly and suffer
serious problems of corruption, as is the case in some Latin American countries?
Corruption is one of the most destructive situations for developing countries since it breaks
the natural link between success and productivity. Corruption makes you think that success
can be achieved by breaking the system or asking for special favours, and that is totally
contrary to competitiveness. It is clear that countries that cannot control corruption are
marooned, they don’t grow, they don’t progress, they are inefficient and have poor public
policies.
Now, with respect to instability, I believe that we must be aware that it is a condition that will
always exist. There will always be changes; there will always be problems stemming from
natural disasters or financial crises, etc. The only way to manage all of this is, precisely, by
generating competitiveness and productivity so as to be able to react quickly when these
scenarios arise.
We must stop thinking that the day would come when everything would be stable and secure.
We must understand that this condition of continuous change is the only thing that will lead
us to face the economic future with competitiveness strategies.
The concept of Strategic Orchestration, which proposes connecting nodes (different
companies) in order to generate a proposal of value for the client, is created by its
authors (Alejandro Ruelas-Gossi and David Sull) as an evolution of the concept of
4. competitive strategy. In the article published by them in 2006 in Harvard Business
Review Latin America, they suggest that value is not added, but is instead orchestrated.
In your opinion, is strategic orchestration one step ahead of the competitive strategy?
Strategic orchestration? Honestly… I am not familiar with that concept. In any event, there
are many ways of seeking out and achieving competitive advantages. This is a process that is
in continuous development. If that notion helps companies to move, to strive toward setting
themselves apart from the rest and creating a unique position in the market, providing their
clients with value, in a way that is different from their rivals, then that notion is useful.
What is important is the essence of the strategy, which is to discover a unique position in the
market, providing value in a way that differs from that of the rivals. This requires new types
of competition, but how is that accomplished? … There are many approaches. While that is
the objective, any notion is useful.
In one of your recent articles, published in January of this year in Harvard Business
Review entitled ‘Creating shared value: How to reinvent capitalism and unleash a wave of
innovation and growth’, you presented the concept of Shared Value, understood as a
formula for creating value for shareholders by providing the society with value. Do you
believe that this is the happy medium between the avarice of companies that only seek to
maximise profits and the charity of non-profit organisations?
Ultimately, an artificial divide has been created between the social and the economic. This
has occurred since the legitimacy of business has come into question and there is also the
belief that business hurts the society. As a result, I believed that the time had come to try to
better understand the purpose of business.
There are those who believe that turning a profit is the single goal of companies, but that is
not the case. I believe that it is indeed possible to adopt a new way of thinking and addressing
social problems. Of course business strives to generate profit, but there are also ways of
obtaining economic benefits while having a fundamental impact on social areas such as
health, education, the environment, the use of natural resources, among others.
However, I would not say that the concept of Shared Value that I propose would be the happy
medium, since the word medium suggests the idea of being in the middle of the road between
one thing and another. Shared Value is a philosophy. In the past, it was the belief that
business is a way of generating profit and nothing more, and that social and charitable
organisations are the only appeals for something good to be done for the society. It’s a very
narrow vision.
This is my point: we don’t need to choose between one or the other, they are not exclusive,
it’s not a question of one or the other. What’s interesting is that we can have both without
being inconsistent: business can generate profit and can also do something good for the
society.
In the article that I published in January, which you mentioned, I suggested that some of the
most interesting opportunities for business are presented in areas that cover basic necessities
such as security, housing, food, health, the environment … We cannot remain trapped in the
past, seeing just one economic perspective in business.
Neither do I want to say that there is no need for non-profit organisations, obviously they are
needed since they must make certain investments in order to raise the level of some social
areas. It’s more than that. I believe that if non-profit organisations do their job, private
business could generate more shared value.
5. In that context, the role of the Government is to apply regulations in a different way in order
to facilitate an environment in which business could generate even more shared value than at
present. It’s a new way of thinking that creates new roles and opens up new opportunities.
In some of your public interventions years ago, you were asked about the Internet being
a source of competitive advantages. Your argument usually is that although the Internet
seems to establish new game rules, at the end of the day, the old rules of competition will
re-surface and nullify the status of the Internet as a source of competitive advantage on
its own. In light of the evidence of the great success of Internet-based business, such as
Google, Twitter and Facebook, do you maintain that position?
Definitely. The Internet on its own is not the creator of competitive advantage in any of these
cases. The point is the way in which the Internet was used as a tool for creating products and
services that did not exist previously. If we look at it closely, the competitive advantage was
not the Internet, but rather the way in which the intelligent people who were behind that
business decided to use this technology to be more productive.
My opinion on this matter is that the Internet is not a competitive advantage by itself, but
instead the advantage lies in using this tool innovatively so as to generate value. Therefore,
the Internet does not generate value only for companies that are based on this technology, but
for any type of company ranging from automobile companies to those providing financial
services.
The Internet is merely technology, while competitive advantage is a unique way of
developing tools, such as this technology for example, in order to create distinctive
advantages. If we focus on the examples that you cited, Google’s business is different from
that of Facebook and, in turn, they both differ from Amazon. Each one uses the technology in
a different way. What is authentic is not the technology, but rather the way in which each
company uses said technology.
I have one final question that is somewhat personal. Professor, your concepts in the
world of business have been so relevant and influential that they became generic. From
the perspective of your personal branding, my question is: Since your differentiating
factors have become generic, what is your competitive advantage now in your capacity
as a thinker in the areas of management and business?
(Pensive) I think I prefer to leave this for the others to decide, but I’d like to add something.
My work has evolved over these years and now I am exploring new frontiers. For example,
my recent articles focus on Social Security. I am very much excited about this attempt to
think about an approach for transforming the way in which we have seen up to now.
Also, I have stopped quite a bit to reflect on the role of co-operation in the society with the
concept of Shared Value, which you mentioned in an earlier question. What I’m trying to do,
and if there’s anything that I am proud of it’s that my ideas have been disseminated
extensively.
What I’m doing now is moving toward new areas, but there is always a link between some
and others. My contribution was, first of all, to focus on highly complex issues such as
competition, from an extremely simple perspective, with an approach that helped managers to
take decisions. Those were the 4 forces or the value chain and I have encountered
complicated issues like the competitiveness of nations.
I believe that this is important, having seen things from a perspective that is more systemic,
more extensive, since we academics are sometimes guilty of being very profound, yet very
narrow in our reflections. In time to come, I will publish more on Social Security and one of
my editors is currently working on a book that summarises all of my work on strategy, since
not everyone has had the opportunity to read all of my books. In this way they will be able to
6. gain access to the fundamental concepts in one single book. One way or another, I don’t want
to go back.
Research still fills me with energy and coming to things like this (he says pointing to the
podium where he presented his conference). I don’t know if I answered the question, but I
want to say that I’m not here just to deliver a presentation, I’m trying to help effect change.
Therefore, my presence here would have been worthwhile if I could somehow serve as a
catalyst for change.
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His thinking defined the area of business over the last 30 years
Ann Arbor, Michigan (United States), 1947
Michael Eugene Porter is a leading authority on matters associated with competitive strategy,
competitiveness and economic development of nations. He is considered to be the world’s
most influential thinker on management and competitiveness. He has been the recipient of
numerous awards, including the highest professional recognition (Bishop William Lawrence)
conferred on a lecturer by the Harvard Business School.
Professor Porter has received more than a dozen honoris causa doctorates at universities
around the world. He is the author of 18 books and more than 125 articles and is currently the
head of the Harvard Institute for Strategy and Competitiveness, in addition to which he is
offering a course at said University.
His first great contribution was the article ‘How competitive forces shape strategy’, published
in 1979 in Harvard Business Review. This presented the Five Forces Model (diagram 1),
based on which the attraction of an industrial sector hinges on the movement in the market by
the following factors: competitors, substitutes, clients, providers and new entrants.
Threat of
new competitors
Bargaining
power of
suppliers
Rivalry among
existing competitors
Bargaining
power of
clients
Threat of substitute
products and services
His masterpiece was Competitive Strategy: Techniques for analysing industries and
competitors, which is undergoing its 63rd reprint and has been translated into 19 languages. In
that piece he proposed two possible and mutually exclusive types of leaderships: cost or
differentiation (diagram 2). Another important book was Competitive Advantage: Creating
and Sustaining Superior Performance (1985), which has had 38 reprints. This provided the
theoretical value chain model, which categorises the activities that add value in an
organisation.
7. STRATEGIC OBJECTIVE
THE ENTIRE
SECTOR
DIFFERENTIATION
COST LEADERSHIP
ONLY ONE
SECTOR
SEGMENT FOCUS
LOW COST FOCUS
Exclusivity enjoyed by the client Low cost positioning
STRATEGIC ADVANTAGES
Matrix demonstrating Porter’s generic strategies
In 1990, Porter applied his business model to countries and regions in the publication The
Competitive Advantage of Nations, which made famous the diagram known as the Porter
Diamond (diagram 3). This sought to demonstrate that a nation’s competitiveness depended
not only on the abundance and quality of the classic factors of production and support
industries, but also on the conditions of demand and strategy, as well as the structure and
rivalry of the companies belonging to the sector.
Company
Strategy & Rivalry
• A local context and
regulation that
promotes investment
and ongoing
improvement
Protection of Intellectual
Property
• Open and vigorous
competition among
locally rivals
Factor
Conditions
Demand
Conditions
• Presence of high quality,
specialised factors available to firms:
• Human Resources
• Capital Resources
• Physical Infrastructure
• Administrative Infrastructure
• Information infrastructure
• Scientific and Technological
Infrastructure
• Natural Resources
• Sophisticated and demanding
local clients
• Local clients with needs that
are ahead of international
needs
• Unusual
local demand in specialised
segments that can be
served nationally and
internationally
Related and
Supporting
Industries
• Access to appropriate
local providers and
firms in related areas.
Presence of clusters
instead of isolated
companies
• Successful regional economic development is
a process of successive economic
improvement, in which the regional business
environment develops and promotes
increasingly sophisticated forms of co-operation
• Source: Porter (2001)
8. By extension, he developed the notion of clusters or production chains, understood as highly
specialised production units, located in a specific geographic region, which allow high added
value products to be provided for the purpose of generating competitive advantages at the
global level.
In 2008, he published the book On Competition, which contains his most influential articles
on strategy and competition. His most recent contribution was the article ‘Creating shared
value: How to reinvent capitalism and unleash a wave of innovation and growth’, published
in January of this year by Harvard Business Review.
In this he presents the notion of Shared Value (CSV), differentiating it from Corporate Social
Responsibility (diagram 4), defined as operating policies and practices that raise the
competitiveness of a company by simultaneously developing economic and social conditions
in those communities where their business is based.
CSR CSV
Value: Doing good Value: Economic and social
benefits related to cost
Citizenship, philanthropy,
sustainability
Creation of joint value between
company and community
Voluntary or in response to external
pressure
Part of competitiveness
Separate from profit maximisation
Incorporated into profit
maximisation
Actions are determined by reporting
requirements and personal
preferences
Actions are company specific and
are determined internally
Impact limited to corporate footprint
and by the CSR budget
Realigns the entire company
budget
Porter graduated in Mechanical and Aerospace Engineering from Princeton University and
has an MBA and a Doctorate in Corporate Economics from Harvard University. As a young
man, he lived and travelled around the world since his father was an officer in the United
States Navy. He is also an outstanding golfer. Today, he lives in Brookline (Massachusetts)
and has two daughters.
Phrases
“There is no barrier to be prosperous, but us”.
“Don’t waste time on things that don’t to create value, it’s a tax on a country’s prosperity”.
“Only private business can generate prosperity fairly, that’s the magic”.
“Competitiveness is not the sole responsibility of the State, the public and private sectors
must work together”.
9. “There’s no need to hide behind culture as an excuse for not being competitive, productivity
is a win-win strategy, whoever is more competitive is more prosperous”.
“If we focus on the fact that we are small and that we don’t have natural resources, no one is
going to help us. If Singapore had thought like that, it would not be where it is today”.
“The socialist governments of Latin America create the false notion that the rich are getting
rich at the cost of the poor, so the poor don’t see any hope, only the dark side of capitalism”.
“Corruption is one of the most destructive situations for developing countries since it breaks
the natural link between success and productivity”.
“Business can turn a profit and also do something good for the society”.