Cristina Alfier

“Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more”
― Michael E. Porter, HBR's 10 Must Reads on Strategy

“Loneliness is a tax you have to pay to atone for a certain complexity of mind.”
― Alain de Botton

“Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.”
― Michael E. Porter, HBR's 10 Must Reads on Strategy

“Because the truth is that good morning texts are more than a half-hearted means of communication. They are a sign that we are thought of. Cared for. Adored, by someone who may not be immediately present.”
― Heidi Priebe, This Is Me Letting You Go