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

Great Leadership By Dan

AUGUST 15, 2011

They’re busy having meetings, doing power point presentations but making no improvements in the operation. In his book, Better Under Pressure , Justin Menkes, interviewed Ralph Larsen, retired CEO of Johnson and Johnson. Bibliography Kaplan, R.E. Some leaders over plan and under execute. Is there a “right” balance? It depends.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

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

Deming Institute

AUGUST 31, 2017

This post is an excerpt from Ed Baker’s Book (pages 140-141), The Symphony of Profound Knowledge , which was created in partnership with Aileron.org. Deming’s teachings and philosophy presented in Ed Baker’s book, The Symphony of Profound Knowledge. His books Relevance Lost , coauthored with Robert S. About Aileron.

Management 28

Management Kaplan Activity Based Costing Deming 28

Strategy Driven

JULY 13, 2011

We talked extensively in this book about how accounting profits or profit growth as a sole performance metric doesn’t lead to value creation. While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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. For example, Gary Kaplan, president of XL Catlin’s North American Construction insurance, got his division started by formulating some major strategic goals. Maria Galybina/iStock.

Management 8

Management Kaplan Short-term Innovation 8

Harvard Business Review

FEBRUARY 24, 2015

” For the first time, a major retailer is giving prominent shelf space — albeit virtual — to companies operating in a better way. The organization now has guidelines and data on over 100 product categories from bread, books, and computers to clothing, TVs, and toys.

Productivity 8

Productivity Products Supply Chain Kaplan 8

Harvard Business Review

SEPTEMBER 13, 2017

” Robert Kaplan, author of What You’re Really Meant to Do , states that “numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.” ” Know when it’s time to help someone move on.

Servant Leader 8

Servant Leader Greenleaf How To Kaplan 8

Harvard Business Review

MARCH 15, 2011

Lattice organizations provide options that align career aspirations and personal needs with corporate objectives and operational requirements. Ami Kaplan is a Senior Partner at Deloitte, advising some of the firm's largest global clients on business, risk management and other financial and organizational challenges.

Kaplan 14

Kaplan Short-term Career Long-term 14

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?

Health Care 8

Health Care Cost Kaplan Porter 8

LDRLB

NOVEMBER 14, 2012

Matt May highlights these principles in his new book The Laws of Subtraction. Many have allocated personal innovation and “pet project” time to break up the normal thinking grooves, or instituted downtime as standard operating policy. ” It’s an elegant idea, and one that’s not easy in our world of excess everything.

Kaplan 163

Kaplan Policies Constraint Innovation 163