Global Advisors | Quantified Strategy Consulting

“Operational improvements have often been dramatic [but] many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. ” – Michael Porter – Professor, consultant

Michael E. Porter’s observation—“Operational improvements have often been dramatic [but] many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy.”—captures a critical inflection in modern management thought. Over several decades, Porter has articulated not only the fundamental distinction between operational effectiveness and strategy, but has also consistently warned of the limitations of relying on incremental management improvements without clear strategic direction.

Context of the Quote and its Significance

In the late 20th and early 21st centuries, global industries underwent rapid transformations driven by technological advances, best-practice benchmarking, and lean management. Companies achieved significant operational gains—such as cost reductions, process improvements, and quality uplifts—through methodologies like Six Sigma, total quality management, and enterprise resource planning. Yet, as Porter identified, while these tools boosted efficiency, they often failed to deliver a sustainable competitive advantage. The reason: competitors could quickly imitate such improvements, eroding any temporary gains in profitability.

Porter’s quote emerged from his critique that relentless focus on operational excellence led many firms to neglect genuine strategy—the unique positioning and set of activities that differentiates one company from another. He argued that “management tools have taken the place of strategy” when organisations confound being the best with being unique. In emphasising this point, Porter sought to redirect managerial attention to the fundamental questions of where to compete and how to achieve lasting distinctiveness.

About Michael E. Porter

Michael E. Porter is widely acknowledged as the intellectual architect of the modern strategy field. As Bishop William Lawrence University Professor at Harvard Business School, he has published over 19 books and 125 articles, many of which are considered foundation texts in management and economics. His most influential frameworks include:

• Five Forces Analysis: Explains industry structure and competitive intensity, helping firms understand the underlying levers of profitability.
• Value Chain: Articulates how activities within a company contribute to competitive advantage.
• Generic Strategies: Identifies fundamental choices in positioning (cost leadership, differentiation, focus).

Porter’s theories have shaped not only business practice but also national and regional economic policy, influencing competitiveness agendas worldwide. His rigorous, multidisciplinary approach spans fields as diverse as economic development, healthcare, and environmental policy—a legacy matched by few in business academia.

Backstory on Leading Theorists in Strategy

The evolution of strategy as a discipline has been deeply influenced by a handful of pioneering thinkers whose works frame contemporary debates on operational versus strategic effectiveness:

• Peter Drucker: Often regarded as the “father of modern management,” Drucker emphasised the distinction between doing things right (efficiency) and doing the right things (effectiveness). He laid early foundations for viewing strategy as central to organisational success.
• Igor Ansoff: Developed the Ansoff Matrix, an early strategic planning tool, and defined corporate strategy as a comprehensive plan to achieve long-term aims.
• Henry Mintzberg: Critiqued the rational planning model, highlighting the emergent and often messy nature of real-world strategy formation. Mintzberg’s distinction between deliberate and emergent strategy echoes Porter’s warnings about confusing management tools with strategic direction.
• C. K. Prahalad & Gary Hamel: Advanced the concept of “core competencies” as a source of sustainable competitive advantage, reinforcing the idea that distinctive capabilities, not just operational improvements, underpin long-term success.
• Jay Barney: Developed the resource-based view, arguing that unique firm resources and capabilities are central to achieving strategic advantage—closely aligned with Porter’s focus on uniqueness.
• W. Chan Kim & Renée Mauborgne: Introduced “Blue Ocean Strategy,” urging firms to create uncontested market space rather than compete head-on, echoing Porter’s view that strategy is about unique positioning.

Collective Impact and Ongoing Relevance

Porter’s insistence on the primacy of strategy, and his warning against the “imperceptible” creep of tools replacing vision, remains acutely relevant in a landscape awash in digital transformation, agile methodologies, and continuous improvement philosophies. His frameworks continue to serve as critical reference points for decision-makers seeking not just operational excellence, but genuine, sustainable profitability.

In summary, Porter’s thought leadership and the work of his contemporaries underscore that operational improvement is necessary, but never sufficient. Lasting value is created through the hard choices and unique positioning that define true strategy.

“Habit stacking increases the likelihood that you’ll stick with a habit by stacking your new behaviour on top of an old one. This process can be repeated to chain numerous habits together, each one acting as the cue for the next.” – James Clear – Author – Atomic Habits

The quote, “Habit stacking increases the likelihood that you’ll stick with a habit by stacking your new behaviour on top of an old one. This process can be repeated to chain numerous habits together, each one acting as the cue for the next,” is attributed to James Clear, a leading voice in behavioural science and the author of the globally influential book, Atomic Habits. Clear’s work has reframed the way both individuals and organisations understand the mechanisms of behaviour change, offering a practical, systematic approach for embedding lasting habits into daily life.

Context of the Quote and Its Application
This statement encapsulates the method of habit stacking, a concept introduced and popularised by Clear in Atomic Habits (2018). The central insight is deceptively simple: by pairing a new, desired behaviour with an existing, ingrained routine, you leverage the powerful momentum of what is already automatic. This pairing creates a domino effect—where each action naturally triggers the next—significantly improving the probability of successfully adopting new habits.

For example, rather than attempting to establish a new meditation practice in isolation, one might link it to the act of pouring morning coffee—a deeply embedded daily ritual. This method recognises that existing habits are already encoded in our neural pathways; by attaching a new behaviour to these patterns, habit stacking makes behavioural change more reliable and sustainable.

About James Clear
James Clear is a writer and speaker focused on habits, decision-making, and continuous improvement. After recovering from a serious injury early in his academic career, he developed a keen interest in how small behaviour changes, when applied consistently, could yield significant long-term results. His book, Atomic Habits, has sold millions of copies worldwide and has become a core text for those seeking practical strategies to drive personal and professional transformation. Clear’s approachable, evidence-based philosophy has been embraced by leadership teams, professional athletes, and individuals alike, making the principles of behavioural science accessible and actionable.

Backstory on Leading Theorists of Habits
James Clear stands alongside a lineage of influential thinkers who have shaped contemporary habit theory:

• Charles Duhigg, author of The Power of Habit (2012), brought the concept of the habit loop—cue, routine, reward—into the mainstream. Duhigg’s work, rooted in neuroscience and psychology, examines how routines form and how they can be hacked or redirected. While Duhigg laid the groundwork, especially around understanding the mechanics of habit formation, Clear advanced the practical application, notably with habit stacking.

• BJ Fogg of Stanford University developed the Fogg Behavior Model, positing that behaviour is a function of motivation, ability, and prompt. Fogg’s work emphasises the importance of tiny habits and prompts—closely related to the triggers in Clear’s habit stacking model.

• Wendy Wood, professor of psychology and business, is another key figure, whose research underscores how much of daily behaviour is habitual and context-driven. Her book, Good Habits, Bad Habits (2019), further unpacks the unconscious dynamics of habit loops and environmental triggers.

Why Habit Stacking Matters
The move towards habit stacking in professional and personal settings reflects a sophisticated understanding of how real, sustained change occurs: not through heroic acts of self-discipline, but by architecting environments and routines that make doing the right thing the path of least resistance. As we seek to close the gap between intent and action—whether in leadership, health, or strategic execution—the wisdom embodied in this quote serves as both blueprint and inspiration.

Quote Context and Background

The idea presented by James Clear in the quote—“Habit stacking increases the likelihood that you’ll stick with a habit by stacking your new behaviour on top of an old one. This process can be repeated to chain numerous habits together, each one acting as the cue for the next.”—is rooted in practical behaviour change science. This insight, from his seminal work Atomic Habits, emerges from the recognition that new habits rarely emerge in a vacuum; instead, they are more effectively anchored when they leverage established routines already cemented in our daily lives.

Clear’s concept of habit stacking asks: how can we make new actions automatic? His answer is to attach the desired behaviour to something habitual—using the momentum and neural pathways of an existing action to cue a new one. Over time, these habit chains can “stack” to create robust sequences, such as a seamless morning routine that transitions effortlessly from coffee, to meditation, to journaling, and so on.