His focus was on corporate decision-making and misaligned incentives leading to a worrisome dichotomy between the short-term tactics of “operational effectiveness” (cost cutting, outsourcing, and reengineering) and the long-term visionary bets that frame successful strategies.
Michael Porter, el profesor de la Escuela de Negocios de Harvard puso a la luz esta preocupación en un famoso artículo de 1996 en el Harvard Business Review.