Great Leadership By Dan

AUGUST 15, 2011

The best gardeners learn through experience and reflection what flowers need to grow and develop. Bibliography Kaplan, R.E. Developing Versatile Leaders.” In the last 20 years, he has trained over 10,000 people to be more effective managers and leaders. Too much water or too little sunlight may hurt your plants.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

Strategy Driven

MAY 13, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. We offer: Expert individual communication coaching for professional development or critical public events. He also served as President of Kaplan College, a division of Kaplan Inc.,

Kaplan 67

Kaplan Audience Chief Executive Officer Seminar 67

Strategy Driven

JULY 13, 2011

Retailers historically need trained stored managers, a few great merchandisers, and, in most cases, store staff with a customer service orientation. Kaplan and Norton point out that customer satisfaction, internal business processes, learning, and revenue growth are important drivers of long-term performance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Strategy Driven

NOVEMBER 26, 2010

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Additional Information This is the second of a series of articles, developed exclusively for StrategyDriven , that highlights the breadth and depth of Communispond’s LearnTO Library.

Library 70

Library Kaplan Newsletter Audience 70

Strategy Driven

NOVEMBER 21, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Perhaps you want to impart information – at a senior management briefing or a staff training session, for example. He also served as President of Kaplan College, a division of Kaplan Inc.,

Power 56

Power Audience Kaplan Short-term 56

Strategy Driven

NOVEMBER 19, 2010

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Additional Information This is the first of a series of articles, developed exclusively for StrategyDriven , that highlights the breadth and depth of Communispond’s LearnTO Library.

Planning 50

Planning Audience Succession Library 50

Harvard Business Review

SEPTEMBER 20, 2012

The idea that organizations ought to focus on developing the strengths of their employees rather than trying to help them fix their weaknesses was introduced and popularized by the consulting firm Gallup. Kaplan and Robert Kaiser demonstrated so persuasively in an HBR article several years ago. Both are necessary.

Kaplan 15

Kaplan Maslow Learning-by-Doing Positioning 15

Harvard Business Review

FEBRUARY 11, 2011

Both new mayors ran and won on economic development platforms. Soon to be part of the local workforce, they are also trained to be entrepreneurial in whatever they do, and eager to make a difference. Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF). every hand in the room went up.

Innovation 14

Innovation Entrepreneur Kaplan Class 14

Harvard Business Review

SEPTEMBER 3, 2012

Enter my co-author, MIT-trained strategist and engineer Juan Carlos Méndez-García, who consults with both start-ups and Fortune 500 companies. As we look to develop competence within a new domain of expertise, moving up a personal learning curve, initially progress is slow.

Learning Curve 10

Learning Curve Market Penetration Disruptive Innovation Kaplan 10

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

MAY 18, 2017

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.

Management 9

Management Balanced Scorecard NPV Article 9

Leading Blog

AUGUST 31, 2011

BloombergTV: Harvard's Kaplan on Leadership Techniques - Video. Archifilter: Always keep learning - "anyone who is still doing only what he or she was trained to do is obsolete". Like us on Facebook for additional leadership and personal development ideas. From @wallybock : Who is that leader in the mirror? See more on Twitter.

Kaplan 243

Kaplan Maslow Video Guidelines 243