LDRLB

OCTOBER 10, 2012

Pushing thinking to find breakthroughs and innovate is as much about asking the right questions as finding the right answers. CIO Insight recently published my presentation highlighting 10 questions that can be used for leapfrogging mindsets to foster innovation: 1. Accentuate the Positive. What experiences make you smile?”.

Innovation 163

Innovation CIO Kaplan Uncertainty 163

LDRLB

JUNE 19, 2013

Last week FastCompany published an article called 6 Ways to Create a Culture of Innovation. I believe many leaders and organizations have finally recognized that strategic innovation isn’t about creating finely tuned processes, using new fangled methodologies, or creating 2×2 matrices. Yes, I wrote it. Why the interest?

Innovation 155

Innovation Kaplan Mission Statement Critical Success Factor 155

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. Innovation innovation kaplan'

Innovation 128

Innovation Kaplan Power Diversity 128

LDRLB

FEBRUARY 13, 2014

When FastCompany published 6 Ways to Create a Culture of Innovation this last Fall, within the first few days the article received over 2000 tweets from FastCo’s page alone. The reason: their company cultures stifle innovation. Create your own symbols that reinforce innovation values. Why such keen interest in this topic?

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

LDRLB

DECEMBER 12, 2013

Dependence limits innovative thinking. And earlier this year, New York’s Mayor Bloomberg doled out awards specifically recognizing the city’s most innovative nonprofits. But here’s the challenge: most nonprofit innovations come from socially minded start-ups that invented themselves from scratch. Most of the 1.5 million do?

Innovation 157

Innovation Strategy Business Model Kaplan 157

LDRLB

JULY 17, 2012

Disruptive innovation is no longer the exception, it’s the rule. And to top it off, most organizations are set-up to reward predictability and control – the exact opposites of what’s required to lead during disruptive times. On the strategic level, they continually push the limits of their teams, organizations, and partners.

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

Leading Blog

OCTOBER 1, 2021

McChrystal illustrates how these ten factors are always in effect, and how by considering them, individuals and organizations can exert mastery over every conceivable sort of risk that they might face. Play Nice But Win : A CEO's Journey from Founder to Leader by Michael Dell with James Kaplan. You were born to be an entrepreneur.

Books 273

Books Wiseman Leadership Open-book 273

LDRLB

DECEMBER 10, 2012

Innovation. Leapfrogging by Soren Kaplan. Leapfrogging is a powerful book in how surprise powers innovative breakthroughs. It’s not enough just to think about the innovations your own organization is pursuing. We’re biased. Soren is a LDRLB contributor but that shouldn’t disqualify him from making our list.

Innovation 167

Innovation Strategy Books Christensen 167

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

Leadership Freak

JANUARY 3, 2013

Organizations hate uncertainty. Surprise energizes innovation. I asked the “expert on surprise,” Soren Kaplan, “If you could [.]. Surprises propel into the future or drive into the past. Problem is, surprise signals uncertainty. Extraordinary leaders realize surprise is a catalyst not an enemy.

Kaplan 205

Kaplan Uncertainty Innovation Planning 205

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 114

Innovation Kaplan Short-term Long-term 114

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

MAY 23, 2012

During an organization’s start-up days, it’s much easier to test-drive new ideas since there’s not much to lose. In contrast, the most innovative leaders and companies continually engage customers to help them reinvent their offerings and their organizations. Innovation innovation kaplan Leadership'

Innovation 88

Innovation Kaplan Banking Incubator 88

Mills Scofield

APRIL 15, 2012

Quick, tell me your organization’s business model. Your organization, whether for-profit or not-for-profit, has a business model. Your organization, whether for-profit or not-for-profit, has a business model. And finally, business model innovation is getting the recognition it deserves. Therein lies the problem.

Kaplan 151

Kaplan Business Model Levitt Christensen 151

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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. These competencies are broad, touching all levels of the organization, from intrapersonal interactions to the organization’s interface with the marketplace.

Organization 50

Organization Kaplan Diversity How To 50

LDRLB

AUGUST 29, 2012

Why do organizations hate surprises? 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.

Power 146

Power Kaplan Uncertainty Resistance 146

The Horizons Tracker

DECEMBER 25, 2020

There’s a general consensus that we should strive to make the world a greener and more sustainable place after COVID, with the European Commission proposing a European Green Deal to enable the continent to “live up to the challenges we are all facing” Central to this will be for companies and other organizations to do their bit, and (..)

Kaplan 79

Kaplan Consensus Proposal Reference 79

Leading Blog

DECEMBER 15, 2021

Beyond Collaboration Overload : How to Work Smarter, Get Ahead, and Restore Your Well-Being by Rob Cross (Harvard Business Review Press, 2021) The dilemma is that we all need to collaborate more to create effective organizations and vibrant careers for ourselves. It also undermines long-term business performance.

Books 453

Books Leadership Open-book Wiseman 453

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

The Horizons Tracker

JANUARY 30, 2020

Despite this, there is a growing desire for corporations to be better stakeholders, with Wharton’s Sarah Kaplan outlining as much in her latest book, The 360° Corporation. Whereas the British Academy report seems to wish away the hard choices and trade offs companies must make, Kaplan’s book places them front and center.

Kaplan 76

Kaplan Report Metrics Loyalty 76

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 SJTs also reduce attrition rates.

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. 92% of organizations do not measure performance indicators.[5]. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001). [2] Kaplan and D.

Norton 101

Norton Kaplan Execution Strategy 101

Tanveer Naseer

JULY 12, 2016

High-trust leaders, on the other hand, see their role as a stewardship, guiding people, assets, and decision-making—protecting the values and vision that make an organization what it is. It’s natural for strong leaders to feel they make a vital difference to everything—and everyone—in an organization. And that requires humility.

Kaplan 100

Kaplan CEO Real Estate CFO 100

Great Leadership By Dan

AUGUST 24, 2017

It’s essential for organizations to bridge the Strategy Execution Skills Gap by providing leaders with the new thinking and approach that is required to correct the high failure rate. Kaplan and David P. From my latest research, I discovered that only 5% of people can articulate their own organization’s strategy.

Execution 211

Execution Strategy Kleiner Norton 211

Six Disciplines

MAY 10, 2011

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy. Of course, it doesn't have to be that way.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

LDRLB

JANUARY 14, 2013

When it comes to business, great things can also happen when we apply the catalytic energy of the New Year to our teams and organizations. 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.

Strategy 160

Strategy Leadership Innovation Uncertainty 160

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. These competencies are broad, touching all levels of the organization, from intrapersonal interactions to the organization’s interface with the marketplace.

Diversity 56

Diversity Kaplan Self-aware Long-term 56

Strategy Driven

JULY 13, 2011

Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. Numerous organizations have subsequently advocated and implemented the balanced scorecard idea. As with the other measures, what is important varies by industry. Copyright (c) 2011. About the Authors.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

DECEMBER 6, 2013

That word is innovation, and it’s quickly losing whatever meaning it once had. Journal writer Dennis Berman begins by citing Kellogg CEO John Bryant, the respected head of a well-run company, who was describing one of its “innovations” for 2013. an innovation, then what isn’t an innovation? Pop-Tarts are all about.)

Innovation 12

Innovation Kaplan Insurance Business Model 12

Harvard Business Review

MARCH 30, 2011

As I shredded my bracket I couldn't help thinking about the parallels between innovation and bracket busting. Education tracks, organization charts, and industry value chains are all brackets waiting to be busted. We are placed into boxes in organization charts based on age and tenure, constrained from contributing beyond our "seed."

Innovation 14

Innovation Health Care Kaplan Education 14

Harvard Business Review

OCTOBER 26, 2017

Each innovation brings lessons that inform ongoing operations. The organization becomes a perpetual motion machine. Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level.

Management 8

Management Kaplan Short-term Innovation 8

Harvard Business Review

FEBRUARY 11, 2011

At his invitation, I went this week to the state's two largest cities, Lexington and Louisville, to talk with local entrepreneurs and community leaders about what it takes to spur more innovation and entrepreneurship in a region. Think about the forms an "Innovation Story Studio" for the community could take. You have to lead.

Innovation 14

Innovation Entrepreneur Kaplan Class 14

Harvard Business Review

APRIL 19, 2011

One epiphany from my immersion into the non-private sector is how strenuously social sector organizations resist the notion they have a "business model." Well, I'm sorry to break the news, but if an organization has a viable way to create, deliver, and capture value, it has a business model. All organizations have a business model.

Business Model 14

Business Model Kaplan Finance Health Care 14

Harvard Business Review

OCTOBER 14, 2013

Kaplan and Michael E. The results are often surprising; for example in the pilot project described in Kaplan’s and Porter’s 2011 HBR article , one finding was that most providers’ existing cost systems underestimate the cost of new patient evaluation services by 15% to 20%. Leading Health Care Innovation.

Health Care 8

Health Care Kaplan Porter Cost 8

Harvard Business Review

NOVEMBER 29, 2010

Wall Street's " financial innovations " of recent years seem to have given creativity a bad name. Hitler's human extermination empire was quite new in its scope, organization, and technology. Tags: Creativity Ethics Innovation GAAP. Second, that certain arenas of human activity are off-limits to creativity.

Creative Accounting 14

Creative Accounting Creativity GAAP Balanced Scorecard 14