The Horizons Tracker

JANUARY 30, 2020

For instance, while the creation of common standards and metrics for governance are wholly sensible, the notion that companies must be legally bound to have a societal purpose seems excessively heavy handed and liable to receive considerable backlash from the corporate world. Some of these have considerably more merit than others.

Kaplan 76

Kaplan Report Metrics Loyalty 76

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Innovation innovation kaplan Leadership' Some leaders consciously acknowledge this fundamental paradox.

Innovation 114

Innovation Kaplan Short-term Long-term 114

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Some leaders consciously acknowledge this fundamental paradox.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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

Harvard Business Review

OCTOBER 22, 2015

The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. The project team developed TDABC process maps at the three locations.

Mayo 8

Mayo Health Care Committee Project 8