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• Case | HBS Case Collection | December 2014 (Revised August 2018)

  Discovery Limited

  Michael E. Porter, Mark R. Kramer and Aldo Sesia

  Discovery Ltd. is a South Africa-based insurance company. Started in the early 1990s, Discovery used behavioral economics and data collection to innovate in the health care insurance industry. Its founder Adrian Gore believed that the company's products needed to not only make money but also have a positive impact on society. Using its Vitality Wellness program as its strategic lynchpin, Discovery expanded into other insurance areas and financial services products and also entered new markets abroad. In late 2014, Gore and his team had to decide how to further develop the company and prioritize among many growth opportunities.

  Keywords: shared value; health care; financial services; South Africa; strategy; Strategy; Value Creation; Health Care and Treatment; Insurance; Growth and Development Strategy; Financial Services Industry; Health Industry; Insurance Industry; South Africa;

  Citation:

  Porter, Michael E., Mark R. Kramer, and Aldo Sesia. "Discovery Limited." Harvard Business School Case 715-423, December 2014. (Revised August 2018.)  View Details

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• Article | Harvard Business Review | July–August 2018

  How CEOs Manage Time

  Michael E. Porter and Nitin Nohria

  In 2006 Harvard Business School’s Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time, 24/7, for 13 weeks: where they were, with whom, what they did, and what they were focusing on. To date, Porter and Nohria have gathered 60,000 hours' worth of data on 27 executives, interviewing them—and hundreds of other CEOs—about their schedules. This article presents the findings, offering insights not only into best time-management practices but into the CEO’s role itself. CEOs need to learn to simultaneously manage the seemingly contradictory dualities of the job: integrating direct decision-making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively pursuing an agenda while reacting to unfolding events, exercising leverage while being mindful of constraints, focusing on the tangible impact of actions while recognizing their symbolic significance and combining formal power with legitimacy.

  Keywords: CEOs; Executives; Time Management; Attitudes; Managerial Roles; Leadership; Performance Effectiveness; Strategy; Decision Making; Organizational Culture;

  Citation:

  Porter, Michael E., and Nitin Nohria. "How CEOs Manage Time." Harvard Business Review 96, no. 4 (July–August 2018): 42–51.  View Details

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• Case | HBS Case Collection | January 2018 (Revised June 2018)

  Medtronic: Navigating a Shifting Health Care Landscape

  Robert S. Kaplan, Michael E. Porter, Thomas W. Feeley and Alee Hernandez

  Medtronic is adapting its strategy to changes in health care competition and payments. It has decided to develop new relationships with payers, hospitals, and physicians to become more accountable for patient outcomes and total costs. The case describes new forms of partnerships for therapy optimization, management of acute care episodes, and management of chronic care patients. The case also illustrates how integrated practice units (IPUs) provide focused, comprehensive care for two high-volume and expensive medical conditions: type-1 diabetes and morbid obesity.

  Keywords: Value Based Health Care; bundled payments; Health Care and Treatment; Cost Management; Value Creation; Supply Chain Management; Customer Value and Value Chain; Health Industry; United States; Netherlands;

  Citation:

  Kaplan, Robert S., Michael E. Porter, Thomas W. Feeley, and Alee Hernandez. "Medtronic: Navigating a Shifting Health Care Landscape." Harvard Business School Case 718-471, January 2018. (Revised June 2018.)  View Details

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