Michael Porter

And, you know, I can go on and on.

Michael Porter and...

They all had great pieces that were really important for our organization.

And we read about them and, you know, we did that piece and we did that piece, but nothing connected them into one operating system.

We're going to take that on intentionally knowing that it supports our competitive advantage.

if you go back um i got my mba back in the late 90s and one of the things we studied heavily then and i don't know if they still teach this now today in business school and if any of you have recently gotten your mba at least more recently than me i'd love to hear your feedback on this but there was a model that was hot taught in uh graduate school that was a big part of the program and something that has stuck with me which is michael porter who's a he's a harvard professor and he's a strategy academic guy And one of the models he created was something called Porter's Five Forces.

And if you haven't learned about it, you should go look it up.

It's really easy to understand.

I've actually done a video on my YouTube channel about it.

But I love applying Michael Porter's Five Forces model to this industry and to digital transformations because I think it's something every executive should look at through that lens, which is, you know, how do we create, let me back up.

So the, the, the essence of the five forces model is essentially saying it's an, it's a way to analyze an industry to say, how competitive is it? What are the barriers to entry? What are the costs or what are the, what's the cost of substitution, substitution products? What are the threat of new entrance, that sort of thing.

And so the idea behind that, that model is how do you create a, an environment for you within your own industry, that makes it harder to replicate.

meetings.

According to a Harvard study by Michael Porter and Nitin Naria, CEOs spend an astonishing 61% of their total working hours sitting in meetings.

And the tragic irony is that 71% of executives report that their meetings are unproductive and inefficient.

It is a massive daily hemorrhage of strategic potential.

So there's two big schools of strategy.

One is Michael Porter from Harvard, industry, five forces, and I still teach that, top-down, where the CEO does it.

Then there's Mintzberg School, who's at McGill here in Montreal, about more emergent, more bottom-up.

Which works? How does that work? Tell us about strategy from those two perspectives.

What decades of Harvard pricing research says happens in a price war.

Michael Porter's stuck in the middle problem and why it's the quiet killer of a lot of medical practices, pricing strategies.

And what the industry's own 2026, that is the DPC industry's own 2026 pricing data, is already showing us.

And finally, the uncomfortable truth about how medical training shapes your relationship with money.

Maybe you're having this conundrum right now.

And this is where I want to introduce a name a lot of you once in business school class, heard once in business school class and probably never thought about again.

His name is Michael Porter.

He's a Harvard strategist and honestly, one of the most quoted least applied thinkers in medicine.