"It is intuitive for most managers to conceive of their business in terms of the customers’ needs they are meeting. But a critical element of needs-based positioning is not at all intuitive and is often overlooked. Differences in needs will not translate into meaningful positions unless the best set of activities to satisfy them also differs. If that were not the case, every competitor could meet those same needs, and there would be nothing unique or valuable about the positioning." What is Strategy, Michael Porter

"It is intuitive for most managers to conceive of their business in terms of the customers’ needs they are meeting. But a critical element of needs-based positioning is not at all intuitive and is often overlooked. Differences in needs will not translate into meaningful positions unless the best set of activities to satisfy them also differs. If that were not the case, every competitor could meet those same needs, and there would be nothing unique or valuable about the positioning." What is Strategy, Michael Porter

A Poetic Photo Essay On The Death Of China’s Yellow River

A Poetic Photo Essay On The Death Of China’s Yellow River

curiositycounts:

Complexity of self-expression in Western (blue) vs. Eastern (red) cultures, pat of East Meets West – a minimalist infographic portrait of cultural difference.

curiositycounts:

Complexity of self-expression in Western (blue) vs. Eastern (red) cultures, pat of East Meets West – a minimalist infographic portrait of cultural difference.

Shapeshifting House.
A shapeshifting residential marvel, placed on circular rails, it has the ability to pivot open and closed.

Shapeshifting House.

A shapeshifting residential marvel, placed on circular rails, it has the ability to pivot open and closed.

Many people and companies want to emulate Apple and study what the company has done. I believe that in trying to learn from Steve Jobs and Apple it is very useful to pay attention to what he did not do. In compiling this short list, I have used ideas and phrases in common use by managers and business consultants:

He did not waste time on the delicate distinctions among “missions,” “visions,” and “strategies.”
He did not use acquisitions to hit “strategic growth goals.” Growth was the outcome of successful product development and accompanying business strategies.
He did not seek to engineer higher margins by chasing rust-belt concepts of “economies of scale.” He left such antics to HP.

"Apple and Steve Jobs -  Steve Jobs enforced exellence" in design by Richard Rumelt

Coolest people in Sicilia

The problem with engeneering growth by acquisition is that when you buy a company, you usually pay too much. You pay a premium over its ordinary market value - usually 25 percent - plus fees. (…) But unless you can buy companies for less then they are worth, or unless you are specially positioned to add more value to the target than anyone else can, no value is added by such expansion.

The problem with engeneering growth by acquisition is that when you buy a company, you usually pay too much. You pay a premium over its ordinary market value - usually 25 percent - plus fees. (…) But unless you can buy companies for less then they are worth, or unless you are specially positioned to add more value to the target than anyone else can, no value is added by such expansion.

When a leader characterizes the challenge as underperformace, it sets the stage for bad strategy. Underperformance is a result. The true challenges are the reasons for the underperformance. 
"Good Strategy. Bad Strategy" Richard Rumelt

When a leader characterizes the challenge as underperformace, it sets the stage for bad strategy. Underperformance is a result. The true challenges are the reasons for the underperformance. 

"Good Strategy. Bad Strategy" Richard Rumelt

The ideal of Confucian speech is not to promote dialogue but to imitate nature’s indirect manner of operation
Detour and Access: Strategies of Meaning in China and Greece

The kernel of good strategy:

1. A diagnosis: an explanation of the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as being the critical ones.

2. A guiding policy: an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis.

3. Coherent actions: steps that are coordinated with one another to support the accomplishment of the guiding policy.

The perils of bad strategy by Richard Rumelt
A strategy is a way through a difficulty, an approach to overcoming an obstacle, a response to a challenge. If the challenge is not defined, it is difficult or impossible to assess the quality of the strategy. And, if you cannot assess that, you cannot reject a bad strategy or improve a good one.
The perils of bad strategy
The brand is not the product. Therefore the brand name should not describe what the product does but reveal or suggest a difference.
The brand should have its own specific point of view on the product category. Major brands have more than just a specific or dominating position in the market: they hold certain positions within the product category. This position and conception both energise the brand and feed the transformations that are implemented for matching the brand’s products with its ideals. It is this conception that justifies the brand’s existence, its reason for being on the market, and provides it with a guideline for its life cycle. How many brands are capable today of answering the following crucial question: ‘What would the market lack if we did not exist?’
Global cities of the future

Global cities of the future