Daniel Bakalarz
Since we’re a social species, it is intelligent for us to convince ourselves of irrational beliefs if holding those beliefs increases our status and well-being. Dan Kahan calls this behavior “identity-protective cognition” (IPC).
from Why Smart People Hold Stupid Beliefs by Gurwinder
China is like the thinking ocean in Stanislaw Lem’s Solaris: a vast entity that produces observations personalized for every observer. These visions may be a self-defense mechanism, allowing leftists to see socialism and investors to see capitalism; or, as Lem’s ocean might be doing, China is vastly indifferent to foreign observers and generates vi
... See morefrom 010922-2021 China Letter _ Dan Wang by g
the thinking ocean i’m Solaris We could say the same for marketsAdobe now thinks there will be 68 Mn Creative Pros and ~900 Mn “Communicators” (who are students, marketers, knowledge workers etc.) who size up to $25 Bn and $31 Bn TAM respectively.
from ADBE-Deep-Dive-2 by mbi
The right analytics: Why are some companies more profitable than others? A company’s performance has two sources: If a company has a COMPETITIVE ADVANTAGE, it can sustain higher relative prices and/or lower relative costs than its rivals in an industry.
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta
A company’s performance has two sources: If a company has a COMPETITIVE ADVANTAGE, it can sustain higher relative prices and/or lower relative costs than its rivals in an industry.
Chart:
Porter's framework:
Industry structure: 5 forces
Relative position: value chainThe analysis focuses on:
Industry Structure: drivers of industry profitability
Relative p
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta
Magretta, Joan; Magretta, Joan. Understanding Michael Porter (pp. 75-76). Harvard Business Review Press. Kindle Edition.By throwing multiple obstacles in the path of would-be imitators, fit lowers the odds that a strategy can be copied.
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta
A common mistake in strategy is to choose the same core competences as everyone else in your industry.
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta
you have a strategy, you should be able to link it directly to your P&L.
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta
Only a value proposition that requires a tailored value chain to deliver it can serve as the basis for a robust strategy. This is the first line of defense against rivals.
from Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta