LDRLB

JULY 17, 2012

Disruptive innovation is no longer the exception, it’s the rule. In the book, the Innovator’s DNA , Clayton Christensen and colleagues list five behaviors that characterize innovative leaders: associational thinking, questioning, observing, networking and experimenting. Adaptive Planning. Savoring Surprise.

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Soren is the Managing Principal of InnovationPoint, an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands and the author of the new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

Innovation 114

Innovation Kaplan Short-term Long-term 114

Leadership Freak

JANUARY 3, 2013

Surprise energizes innovation. I asked the “expert on surprise,” Soren Kaplan, “If you could [.]. Organizations hate uncertainty. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril.

Kaplan 207

Kaplan Uncertainty Innovation Planning 207

Mills Scofield

APRIL 15, 2012

And finally, business model innovation is getting the recognition it deserves. That’s why I was thrilled when my friend and one of business model innovation’s gurus, Saul Kaplan , wrote a must read book sharing his real world experiences - The Business Model Innovation Factory. 1] Kaplan, Saul.

Kaplan 151

Kaplan Business Model Levitt Christensen 151

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Soren is the Managing Principal of InnovationPoint, an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands and the author of the new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

Innovation 113

Innovation Kaplan Short-term Long-term 113

First Friday Book Synopsis

AUGUST 9, 2012

Leapfrogging: Harness the Power of Surprise for Business Breakthroughs Soren Kaplan Berrett-Koehler Publishers (2012) The power and value of serendipity on the other side of complexity As I began to read this book, I was reminded of an observation by Oliver Wendell Holmes: “I wouldn’t give a fig for simplicity this side of complexity but [.].

Kaplan 75

Kaplan Books Review Power 75

Coaching Tip

JULY 25, 2012

We have all been trained that the more control we have, the more successful we will be. That's why on Amazon every management book with the word "surprise" in its title is about how to avoid or prevent the phenomena. In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation.

Kaplan 90

Kaplan Cost Uncertainty Travel 90

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 205

Kaplan Uncertainty Power Motivation 205

Great Leadership By Dan

AUGUST 24, 2017

Kaplan and David P. My research revealed that in successful executions leaders identified three common broad themes present throughout the journey of translating the strategy into action. Building engagement also requires empowering people to change/innovate their work processes. Norton and their Palladium associates.

Execution 211

Execution Strategy Kleiner Norton 211

Six Disciplines

OCTOBER 4, 2011

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. Innovate Purposefully ). By creating a closed-loop management system, companies can avoid such shortfalls. Discipline IV. Discipline VI.

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

OCTOBER 4, 2011

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. Innovate Purposefully ). By creating a closed-loop management system, companies can avoid such shortfalls. Discipline IV. Discipline VI.

System 85

System Balanced Scorecard Execution Strategy 85

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 100

Kaplan Uncertainty Power Motivation 100

Chartered Management Institute

MAY 23, 2011

Can you force innovation? A free book Newly Promoted into a Managerial Post? Measuring performance of the MD through hard, soft, personal and strategic measurements and bring all these measurements together in a coherent manner. Revised Checklist to help you. You are not watching this post, click to start watching.

Long-term 63

Long-term Succession Content Innovation 63

Chartered Management Institute

MAY 23, 2011

Can you force innovation? A free book Newly Promoted into a Managerial Post? Measuring performance of the MD through hard, soft, personal and strategic measurements and bring all these measurements together in a coherent manner. Revised Checklist to help you. You are not watching this post, click to start watching.

Long-term 49

Long-term Succession Content Innovation 49

Harvard Business Review

DECEMBER 6, 2013

That word is innovation, and it’s quickly losing whatever meaning it once had. Journal writer Dennis Berman begins by citing Kellogg CEO John Bryant, the respected head of a well-run company, who was describing one of its “innovations” for 2013. an innovation, then what isn’t an innovation?

Innovation 12

Innovation Kaplan Insurance Business Model 12

Harvard Business Review

OCTOBER 26, 2017

There’s no shortage of articles, books, and talks on the subject. Each innovation brings lessons that inform ongoing operations. They should be asked to test innovative steps they think will make a difference and to learn from the process. The projects aimed to have people experiment with innovation.

Management 8

Management Kaplan Short-term Innovation 8

Harvard Business Review

OCTOBER 9, 2015

“The proper goal for any health care delivery system is to improve the value delivered to patients … To properly manage value, both outcomes and cost must be measured at the patient level,” Harvard’s Robert Kaplan and Michael Porter tell us. But, why do we only define patient value by outcomes and cost? Insight Center.

Health Care 8

Health Care Cost Kaplan Porter 8