Renée Mauborgne

Renée Mauborgne (born 1963) is an American economist and business theorist, Professors of Strategy and Management at, and co-director of the INSEAD Blue Ocean Strategy Institute in Fontainebleau, France. She is known as co-author of the 2005 book . She is listed among the Forbes.com list of Most Influential Management Gurus since around 2009.

Quotes

 * Here we were at Davos, moderating a discussion on value innovation, and yet only one European, Hasso Plattner [the founder and CEO of SAP AG], was on the panel. This raised the question, ‘Why aren’t there more European CEOs and companies worth listening to on this subject?’ What is the problem in Europe? The answer that kept coming back is this: Europe is strong in science and technology, but weak in connecting innovation and commerce.
 * Renée Mauborgne in: Stuart Crainer, "W. Chan Kim and Renée Mauborgne: The Thought Leader Interview," strategy+business, January 12, 2002. First Quarter 2002. Issue 26 (originally published by Booz & Company)


 * In the United States, international business still means the U.S. and the rest of the world. Here it is different. We wanted to learn about the reality of international business and understand the role and scope of strategy within that.
 * Renée Mauborgne in: Stuart Crainer, "W. Chan Kim and Renée Mauborgne: The Thought Leader Interview," strategy+business, January 12, 2002. First Quarter 2002. Issue 26 (originally published by Booz & Company)


 * We have worked together for the last 20 years, first in America and now at INSEAD in France, with time also spent in Asia along the way. From the get-go, we shared an intellectual curiosity to understand what it takes to stand apart and create strong profitable growth. In search of an answer to this question, we looked back more than 100 years and across more than 30 industries. Contrary to common thought, we did not find any permanently excellent companies, nor permanently excellent industries in our research. What we did find, however, were smart strategic moves. And the strategic move that we found matters centrally is to create blue oceans. Blue oceans allow companies to stand apart and create strong profitable growth. This led to our book, Blue Ocean Strategy. Even before Blue Ocean Strategy was released, it broke Harvard Business School Press's historical record for most foreign licenses ever obtained.
 * W. Chan Kim & Renée Mauborgne in: Alistair Craven "Guru Interview: W. Chan Kim & Renée Mauborgne," Emerald Management First, p. 2. Accessed 08.2016.

, 2005
W. Chan Kim and Renee Mauborgne,, Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant, Boston: Harvard Business Press, 2005; 2016 extended edition.


 * See W. Chan Kim

Quotes about Renée Mauborgne

 * Their recent publication, Blue Ocean Strategy (2005), is a summation of a decade of articles on value innovation, including one in the Harvard Business Review. Kim and Mauborgne have presented themselves as unashamed strategic iconoclasts. The thinking behind most business strategy sees the agents as either individual companies or industries as a whole. The scene for strategic activity is essentially fixed and finite. Analogies were often made with the field of battle or the theater of war. Some strategists went further in borrowing military symbols. They talked about headquarters rather than the corporate head office. The battlefield was fixed in area; no new land could be added to it or created. Any struggles that took place were zero-sum games. These conflicts were intense and bloody (in figurative terms), staining red the ground on which they were fought.
 * Ciarán Parker (2006), The Thinkers 50: The World's Most Influential Business Writers and leaders, p. 93