LDRLB

DECEMBER 10, 2012

Leadership. The world is a busy place, especially for those in leadership. The Leadership Challenge by James Kouzes & Barry Posner. This is the quintessential book on leadership with loads of empirical support. Innovation. Leapfrogging by Soren Kaplan. Great leaders need solid foundations. We’re biased.

Innovation 167

Innovation Strategy Books Christensen 167

Coaching Tip

NOVEMBER 22, 2013

Beyond alarming questions of what is "fair" to the innovators themselves, few have considered how these human capital controls might impact the quality and quantity of innovation--and ultimately economic growth. In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation.

Innovation 126

Innovation Kaplan Diversity Open-book 126

LDRLB

JUNE 18, 2012

When it comes to innovation, we know that open-mindedness, deferring judgment, including diverse inputs from diverse people, and supporting collaboration inside and outside our organizations are all success factors when going for big ideas that make a big difference. This research reveals a leadership paradox when it comes to innovation.

Innovation 128

Innovation Kaplan Power Diversity 128

Mills Scofield

MAY 17, 2013

So honored to share the screen on Huffington Post Live with Angela Maiers , Saul Kaplan , Robin Chase , Whitney Johnson and Brian Cuban discussing Choose2Matter - helping our kids realize how much they have to offer and give -. Choose2Matter Entrepreneurship Huffington Post Live Innovation Leadership Quest2Matter Youth'

Innovation 98

Innovation Kaplan Leadership 98

Michael Lee Stallard

SEPTEMBER 15, 2010

Michael Lee Stallard Insights on Leadership and Employee Engagement Home About Hire to Speak Press Kit BIF-6: Stunning Sights, Interesting People, Innovative Ideas Published by Michael Lee Stallard on September 15, 2010 06:16 pm under connection culture Life is good! why is everyone smiling? why is everyone smiling?

Innovation 210

Innovation Conference Kaplan Talent Management 210

LDRLB

APRIL 10, 2014

But look and the most innovative leaders and companies and you’ll see that they continually engage customers to help them reinvent their offerings and their organizations. So, the next time the topic of talking to customers comes up, be sure to ask: “What are we most afraid of losing… a customer or a big opportunity for innovation?”.

Innovation 119

Innovation Kaplan Banking Early Adopters 119

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

Mills Scofield

AUGUST 25, 2014

Thank you Nicha Ratana-Apiromyakij & Saul Kaplan for this honor and story about BIF10. BIF10 Brown University Culture Innovation Leadership Networking Saul Kaplan Strategy business model' TIME magazine ( online )!! I am so privileged and blessed to be a part of BIF. Sign up ASAP for BIF10 !!!

Venture Capitalist 135

Venture Capitalist Kaplan Business Model Diversity 135

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. Innovation today is as much about how you deliver value as it is about what it is you offer to the market. The other domain is leadership.

Innovation 114

Innovation Kaplan Short-term Long-term 114

Mills Scofield

JULY 24, 2014

BIF10 Business Innovation Factory Business Models Culture Innovation John Hagel Leadership Networking Saul Kaplan Strategy' Thank you BIF for chatting with me about the power of #RCUS and BIF! Can''t wait for BIF10 !!! The BIF Summit is the ultimate interdisciplinary happening.".

Kaplan 122

Kaplan Power Business Model Innovation 122

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 205

Kaplan Uncertainty Innovation Planning 205

LDRLB

MAY 23, 2012

In contrast, the most innovative leaders and companies continually engage customers to help them reinvent their offerings and their organizations. Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs.

Innovation 88

Innovation Kaplan Banking Incubator 88

LDRLB

MAY 23, 2012

Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs. In contrast, the most innovative leaders and companies continually engage customers to help them reinvent their offerings and their organizations.

Innovation 141

Innovation Kaplan Banking Incubator 141

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. Innovation today is as much about how you deliver value as it is about what it is you offer to the market. The other domain is leadership.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Mills Scofield

SEPTEMBER 24, 2013

Alan Webber BIF BIF9 Carmen Medina Culture Innovation Jazz Leadership Livestrong Networking RCUS Saul Kaplan Strategy Virtues-Values Whitney Johnson' #RCUS inspires and transforms our world in ways we may know now, later or may not ever realize. Here are a few BIF9 Storytellers who inspired me.

Kaplan 155

Kaplan Storytelling Media Innovation 155

Mills Scofield

MAY 14, 2014

Last year, in a discussion on the paradox of integrity, trust and vulnerability with John Hagel, Saul Kaplan, Mike Waite , President of Menasha Packaging Corp. Character Culture Efficiency Innovation Integrity John Hagel Leadership Menasha ORBIS Respect Strategy accountability'

Efficiency 127

Efficiency Kaplan Innovation Strategy 127

LDRLB

AUGUST 29, 2012

But could we be overlooking an essential and critical ingredient of breakthrough leadership and innovation? Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs. So why are we resisting them in business?

Power 146

Power Kaplan Uncertainty Resistance 146

Mills Scofield

SEPTEMBER 23, 2014

In BIF10 Top Row L-R Marlea Brown, Andrew Kaplan, Nicha Ratana; Bottom Row L-R: Faisal Khurshid, Isby Lubin, Fiora MacPherson, Sarah Kandath, Me what, in Whom do you Hope ? BIF is the most amazing gathering of humans from all over the world sharing stories about perseverance, innovation, impact…and Hope !

Blanchard 132

Blanchard Kaplan Business Model Bottom-up 132

LDRLB

JULY 19, 2012

To celebrate the upcoming launch of LDRLB contributor Soren Kaplan’s new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs , we’ve arranged for a free webinar for the LDRLB community. Leading Disruptive Innovation. Description: Disruptive innovation is no longer the exception, it’s the norm.

Webinar 118

Webinar Kaplan Disruptive Innovation Innovation 118

Coaching Tip

JULY 25, 2012

In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation. The leapfrogging life cycle that Kaplan describes in his book is not a step-by-step how to guide. Soren Kaplan: Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

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 202

Kaplan Uncertainty Power Motivation 202

Leadership Freak

AUGUST 15, 2012

Soren Kaplan thought he knew about giant leaps forward until [.]. Leaders rise up during uncertainty and press through ambiguity; they embrace surprises. The surprising truth is surprises represent the path to breakthroughs.

Kaplan 196

Kaplan Uncertainty How To Books 196

HR Digest

MARCH 9, 2020

Kaplan Professionals, an HR firm that assesses, designs and implements innovative learning solutions, conducted a three-year extended Situational Judgement Assessments of 4,500 employees at global tech firms and identified five key workplace findings. “In

Team 69

Team Kaplan Attrition Survey 69

Six Disciplines

APRIL 13, 2011

After two decades of the application of even the most modern and innovative business principles, the problem remains. 85% of leadership teams spend less than 1 hour per month discussing strategy.[2]. Kaplan and D. Kaplan and D. 3] (Strategy & Leadership Journal, May/June 1999). [4] Cited Sources: [1] (R.

Norton 101

Norton Kaplan Execution Strategy 101

Tanveer Naseer

JULY 12, 2016

Only those interested in leadership as more than mere ego gratification have a chance to build something that outlasts them. The trust of many in a system that has been the most spectacular generator of innovation in history was damaged by the unbridled greed of a few. Kaplan worked for 25 years at Newsweek and Fortune.

Kaplan 100

Kaplan CEO Real Estate CFO 100

Great Leadership By Dan

AUGUST 24, 2017

If too much emphasis is placed on strategy compared with execution by the leadership, then it leads to lower levels of performance because they become occupied with crafting it rather than executing it. Kaplan and David P. Building engagement also requires empowering people to change/innovate their work processes.

Execution 211

Execution Strategy Kleiner Norton 211

Mills Scofield

MARCH 11, 2013

I'm re-posting from the archives because the issue of real, authentic collaboration has been coming up a few times a lot lately, especially in light of the Vulnerability & Trust Leadership Paradox radio show John Hagel , Saul Kaplan and Mike Waite did with me a few weeks ago.

Long-term 98

Long-term Kaplan Commitment Team 98

Mills Scofield

AUGUST 30, 2015

Thank you Nicha Ratana-Apiromyakij & Saul Kaplan for this honor from TIME magazine. weeks til the magic of BIF2015. I am blessed with the gift of my network and can't wait to see my students and clients and friends and friends-to-be. How many people end business meetings with an “I love you” and a hug?

Venture Capitalist 70

Venture Capitalist Kaplan Diversity Magazine 70

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

LDRLB

JANUARY 14, 2013

2013 represents a great opportunity to leapfrog our mental models and innovate our way to breakthroughs for ourselves, our teams, our organizations and, of course, our customers. Breakthrough innovation isn’t much different; there are no maps for uncharted territory. What are the breakthroughs that we want to create and lead?

Strategy 160

Strategy Leadership Innovation Uncertainty 160

First Friday Book Synopsis

DECEMBER 9, 2012

Nolan, and Shannon O’Donnell Leapfrogging: Harness the Power of Surprise for Business Breakthroughs Soren Kaplan The Talent Masters: Why Smart Leaders [.]. I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Harder Than I Thought: Adventures of a Twenty-First Century Leader Robert D. Austin, Richard L.

Kaplan 75

Kaplan Blog Review Power 75

Mills Scofield

AUGUST 30, 2015

Thank you Nicha Ratana-Apiromyakij & Saul Kaplan for this honor from TIME magazine. weeks til the magic of BIF2015. I am blessed with the gift of my network and can't wait to see my students and clients and friends and friends-to-be. How many people end business meetings with an “I love you” and a hug?

Venture Capitalist 70

Venture Capitalist Kaplan Diversity Magazine 70

Eric Jacobson

MARCH 25, 2016

After 20 years of working with corporations to build a more diverse and inclusive culture, authors Mark Kaplan and Mason Donovan wrote, The Inclusion Dividend.

Organization 50

Organization Kaplan Diversity How To 50

Eric Jacobson

AUGUST 3, 2013

After 20 years of working with corporations to build a more diverse and inclusive culture, authors Mark Kaplan and Mason Donovan wrote, The Inclusion Dividend. Inclusion Management Leadership Books Leadership Diversity The Inclusion Dividend Eric Jacobson on Leadership and Management'

Diversity 56

Diversity Kaplan Self-aware Long-term 56

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. Starr Social Innovation Fellow for Common Sense Action , which he co-founded with Sam Gilman. It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. Starr Social Innovation Fellow for Common Sense Action , which he co-founded with Sam Gilman. It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Strategy Driven

JULY 13, 2011

Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. 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