CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study. Unclear Objectives.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

LDRLB

FEBRUARY 13, 2014

The 300 HR managers in the audience raised their hands in agreement when they were asked if “the soft stuff” was their company’s biggest barrier to innovation. Measure what’s meaningful – Because “you get what you measure,” select metrics that reinforce your innovation goals. They’re stuck.

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

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. 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

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

Harvard Business Review

NOVEMBER 29, 2010

Say that in a roomful of managers, and you get nervous laughter. An idea, behavior, or product is creative if it is both novel and appropriate to some goal. They were appropriate to the artist's goal of creating "a contemplative space that encourages participants to linger and experience an all-encompassing art environment.".

Creative Accounting 14

Creative Accounting Creativity GAAP Balanced Scorecard 14