Strategy and Internet
Strategy and the Internet by Michael E. Porter
Reprint r0103d
March 2001
HBR Case Study
Mommy-Track Backlash
r0103a
Alden M. Hayashi
First Person
The Job No CEO Should Delegate
r0103b
Larry Bossidy
HBR at Large
The Nut Island Effect:
When Good Teams Go Wrong
r0103c
Paul F Levy
.
Strategy and the Internet
r0103d
Michael E. Porter
Building the Emotional Intelligence of Groups
r0103e
Vanessa Urch Druskat and Steven B. Wolff
Not All M&As Are Alike – and That Matters
r0103f
Joseph L. Bower
Introducing T-Shaped Managers:
Knowledge Management’s Next Generation
r0103g
Morten T. Hansen and Bolko von Oetinger
HBR Interview
Tom Siebel of Siebel Systems:
High Tech the Old-Fashioned Way
r0103h
Bronwyn Fryer
Best Practice
Unleash Innovation in Foreign Subsidiaries
r0103j
Julian Birkinshaw and Neil Hood
Tool Kit
Making the Most of On-Line Recruiting
r0103k
Peter Cappelli
Books in Review
Playing Around with Brainstorming
Michael Schrage
r0103l
62
Copyright © 2001 by Harvard Business School Publishing Corporation. All rights reserved.
Many have argued that the Internet renders strategy obsolete.
In reality, the opposite is true. Because the Internet tends to weaken industry profitability without providing proprietary operational advantages, it is more important than ever for companies to distinguish themselves through strategy. The winners will be those that view the Internet as a complement to, not a cannibal of, traditional ways of competing.
Strategy and the
Internet
ILLUSTRATION BY MICHAEL GIBBS
by Michael E. Porter
march 2001
T
he Internet is an extremely important new technology, and it is no surprise that it has received so much attention from entrepreneurs, executives, investors, and business observers.
Caught up in the general fervor, many have assumed that the Internet changes everything, rendering all the old
Reprint r0103d
March 2001
HBR Case Study
Mommy-Track Backlash
r0103a
Alden M. Hayashi
First Person
The Job No CEO Should Delegate
r0103b
Larry Bossidy
HBR at Large
The Nut Island Effect:
When Good Teams Go Wrong
r0103c
Paul F Levy
.
Strategy and the Internet
r0103d
Michael E. Porter
Building the Emotional Intelligence of Groups
r0103e
Vanessa Urch Druskat and Steven B. Wolff
Not All M&As Are Alike – and That Matters
r0103f
Joseph L. Bower
Introducing T-Shaped Managers:
Knowledge Management’s Next Generation
r0103g
Morten T. Hansen and Bolko von Oetinger
HBR Interview
Tom Siebel of Siebel Systems:
High Tech the Old-Fashioned Way
r0103h
Bronwyn Fryer
Best Practice
Unleash Innovation in Foreign Subsidiaries
r0103j
Julian Birkinshaw and Neil Hood
Tool Kit
Making the Most of On-Line Recruiting
r0103k
Peter Cappelli
Books in Review
Playing Around with Brainstorming
Michael Schrage
r0103l
62
Copyright © 2001 by Harvard Business School Publishing Corporation. All rights reserved.
Many have argued that the Internet renders strategy obsolete.
In reality, the opposite is true. Because the Internet tends to weaken industry profitability without providing proprietary operational advantages, it is more important than ever for companies to distinguish themselves through strategy. The winners will be those that view the Internet as a complement to, not a cannibal of, traditional ways of competing.
Strategy and the
Internet
ILLUSTRATION BY MICHAEL GIBBS
by Michael E. Porter
march 2001
T
he Internet is an extremely important new technology, and it is no surprise that it has received so much attention from entrepreneurs, executives, investors, and business observers.
Caught up in the general fervor, many have assumed that the Internet changes everything, rendering all the old