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• Working Paper | HBS Working Paper Series | 2018

  UK Competitiveness after Brexit

  Christian Ketels and Michael E. Porter

  On June 23rd, 2016 52% of UK voters opted to put their country on the path to leave the European Union by March 29, 2019. This result was a surprise to many, and went against the advice of the vast majority of economic experts and business leaders. Two years later, and after a remarkable period in UK politics, key questions about the future relationship between the UK and the EU remain unresolved. Various models have been proposed; the latest one by Prime Minister May triggered the resignation of a number of key ministers. All of them struggle to deal with a fundamental tension: how to square barrier-free trade between the UK and the EU, especially across the border between Ireland and Northern Ireland, with both full policy sovereignty for the UK and adherence to the ‘four freedoms’ at the heart of the EUs Single Market. A ‘no deal’ Brexit by default remains an option, despite the costs to UK businesses and the wider UK economy.

  Citation:

  Ketels, Christian, and Michael E. Porter. "UK Competitiveness after Brexit." Harvard Business School Working Paper, No. 19-029, September 2018.  View Details

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• Case | HBS Case Collection | March 2017 (Revised September 2018)

  Walmart: Navigating a Changing Retail Landscape

  Michael E. Porter and Jorge Ramirez-Vallejo

  As the largest company, by revenue, in the world, Walmart has been a lightning rod for criticism. However, in an attempt to stay ahead of traditional and digital retailers, and keep customers satisfied with evolving demands, the company is strengthening its competitive advantage by creating Shared Value. Current CEO, Doug McMillon outlines his strategy for fending off competition, navigating a challenging retail landscape, and positioning Walmart as a leading retailer for today and the future.

  Keywords: shared value; strategy; Retail industry; department stores; sustainability; social responsibility of business; Value Creation; Competitive Strategy; Corporate Social Responsibility and Impact; Retail Industry;

  Citation:

  Porter, Michael E., and Jorge Ramirez-Vallejo. "Walmart: Navigating a Changing Retail Landscape." Harvard Business School Case 717-474, March 2017. (Revised September 2018.)  View Details

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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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