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Deconstructing Porter & Kramer (Part 2) – What the heck is value chain productivity?

Following on from last week’s article that looked at the first of Porter & Kramer’s three main activities for creating shared value – reconceiving products and markets – this week I look at their second one: Redefining productivity in the value chain. First of all, this is

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Deconstructing Porter & Kramer’s key sources of competitive advantage – Part 1

In 2011, Michael Porter and Mark Kramer published a paper in the Harvard Business Review that spelt out the concept of creating shared value, adding a deeper social context to Porter’s extensive works on competitive strategy. Whilst this concept has been getting more airtime lately, the words

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How blue chip companies are transforming their business

[Article is also due to be featured on the Centre for Social Impact’s blog and is featured on Business Spectator] Why “shared value” is good business We have a tendency to view social activities and corporate profitability as independent pursuits, but what if the social agenda of business

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Turning cultural and language barriers into business opportunity

[This feature was co-authored with Adrianne Talbot-Thomson; refer endnote] If someone told you that a thorny social problem could be transformed into a business opportunity that spins off environmental, economic and societal benefits, you probably tell ‘em they’re dreamin’. However this is exactly what is happening through

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Innovators vs Accountants

Ray Anderson, the founder of Interface, a US carpet and floor tile manufacturer, passed away earlier this month. Much has been written about Ray because of his track record as an innovator and paradigm buster. In 1994, he took on the seemingly impossible task of creating a

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PO Box 163, Helensburgh
NSW 2508, Australia