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This article will frame the HBS project on U.S. competitiveness by defining "competitiveness," assessing the state of U.S. competitiveness, and pinpointing dynamics that threaten America's competitiveness.
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In thinking about the competitiveness of a nation, analysts commonly focus on economic factors, such as exports, unit labor costs, and fiscal policy, among others. “Politics” is not typically high on the list, if it appears at all.
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Entrepreneurial action—the pursuit of opportunity beyond the tangible resources currently controlled – has been essential to driving U.S. productivity and job growth.
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The United States economy has to grow faster than its long-run potential to absorb its high levels of unemployment.
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From 1980 to 2006, the U.S. financial industry went through a period of unprecedented growth, driven by rising asset values, changes in financial technology, and globalization.
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Across the political spectrum, there is consensus that the United States faces challenges to its competitiveness. Current U.S. fiscal policy is, unfortunately, part of the problem rather than the solution.
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Over the last four decades companies have dispersed more and more of their activities across the globe. Our data and analysis suggest that the U.S. is losing out on location decisions at an alarming rate, even for high value adding activities such as R&D that it should be able to attract.
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It’s generally understood that the United States can’t be competitive—and won’t be able to support high, and rising, living standards—without a well trained, well paid, and continuously improving workforce that can compete with the best that other countries have to offer.
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The last three decades have seen American capitalism transformed by a simple idea—that the evaluation and compensation of managers and investors should be outsourced to financial markets.
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Manufacturing matters to a nation’s economic prosperity, not because it is an important source of jobs (it currently represents only about 10% of US employment) but because manufacturing competence is often an integral part of innovation.
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Innovation, the classic basis for U.S. success in world markets, rests on foundational institutions, such as research centers, incubators for entrepreneurs, and skills training vehicles, that provide fertile soil in which to seed, grow, and renew enterprises.
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Environmental sustainability has emerged as an important element of corporate strategy and marketplace success.
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In 2008, Stanford economist Eric Hanushek developed a new way to examine the link between a country’s GDP and the academic test scores of its children. He found that if one country’s scores were only half a standard deviation higher than another’s in 1960, in every subsequent year through 2000, its GDP grew a full percentage point faster.
What can Americans — especially those in the business world — do to increase the ability of U.S. firms to compete successfully in the global economy while raising American living standards?
This is one of the most important and challenging questions facing society today. The Harvard Business School's U.S. Competitiveness Project, led by Professors Michael Porter and Jan Rivkin, will engage some of the world's greatest thinkers to assess U.S. competitiveness and develop actionable recommendations to change America's trajectory.
In an interview with Justin Fox of Harvard Business Review, Professors Michael Porter and Jan Rivkin define U.S. competitiveness, explain why it’s crucial to look at drivers of competitiveness holistically, and call upon all Americans, especially those in business, to meet the competitiveness challenge by turning strategy into action.
“While government policy sets the stage, it is companies that ultimately win or lose in the marketplace,” says Professor Porter.