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BIF-6: Stunning Sights, Interesting People, Innovative Ideas

Michael Lee Stallard

Today began with a drive East from my home in Connecticut to Saul Kaplan’s wonderful Business Innovation Factory Conference (called “BIF-6″) in Providence, Rhode Island. Driving into the sunrise on this sunny, clear day with a hint of Fall in the air was simply stunning. why is everyone smiling? why is everyone smiling?

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A Closed-Loop Strategy Execution System

Six Disciplines

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. Kaplan and Dr. David P. By creating a closed-loop management system, companies can avoid such shortfalls. Discipline I. Decide What's Important ). Discipline IV.

System 98
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A Closed-Loop Strategy Execution System

Six Disciplines

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. Kaplan and Dr. David P. By creating a closed-loop management system, companies can avoid such shortfalls. Discipline I. Decide What's Important ). Discipline IV.

System 85
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Why Leaders Need To Show Humility

Tanveer Naseer

Not unlike the destruction of trust brought about by megalomaniacal divas is the damage that Wall Street banks can cause to companies, or to the economy in general, as in the 2008 meltdown. Kaplan worked for 25 years at Newsweek and Fortune. The following is a guest piece by Joel Peterson, Chairman of JetBlue, with David A.

Kaplan 100
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A Better Way to Manage Risk

Harvard Business Review

The risk management approaches used by many organizations haven't effectively mitigated crucial risks. And many financial firms had risk management activities in place and were still hit with disaster in the 2007/2008 financial crisis. Kaplan and Anette Mikes say the problem lies with typical risk management approaches.

Kaplan 18
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A Better Way to Manage Risk

Harvard Business Review

The risk management approaches used by many organizations haven't effectively mitigated crucial risks. And many financial firms had risk management activities in place and were still hit with disaster in the 2007/2008 financial crisis. Kaplan and Anette Mikes say the problem lies with typical risk management approaches.

Kaplan 11
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Reflecting on David Garvin’s Imprint on Management

Harvard Business Review

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. He didn’t produce one signature idea, like Robert S.