01561nam a22002897a 4500 OSt 20251103115237.0 250910b |||||||| |||| 00| 0 eng d 0017-8012 English tbs English Porter, Michael E. 1947- 23689 What Is Strategy? / Michael E. Porter Harvard Business Review 1996 Harvard Business Review. Nov-Dec, 1996, Vol. 74 Issue 6, p61, 18 p For nearly two decades, managers have followed new rules: be flexible, benchmark constantly, outsource efficiently, and focus on core strengths. Traditional positioning has been dismissed as too static, with the belief that any advantage is short-lived. Yet these are dangerous half-truths. While globalisation and agility matter, much of today’s so-called hypercompetition is self-inflicted. The real problem is confusing operational effectiveness with strategy. Tools like benchmarking or reengineering improve performance but don’t create lasting advantage. As managers chase improvement on every front, they risk losing clear, sustainable competitive positions. Strategy 1208 Operational Effectiveness Competitive Advantage Core Competencies Hypercompetition Management Tools Sustainability Benchmarking https://bibliotheque.tbs-education.fr/Default/doc/edsgao/_b64_ZWRzZ2NsLjE4ODk2OTY0/what-is-strategy lcc 0 0 lcc 0 0 TBS TBS 2025-11-03 0 2025-11-03 https://bibliotheque.tbs-education.fr/Default/doc/edsgao/_b64_ZWRzZ2NsLjE4ODk2OTY0/what-is-strategy 2025-11-03 ARTICLE 5129 5129