Kaplan Related Topics 
Six Disciplines
SEPTEMBER 5, 2014
Kaplan, one of the original creators of the Balanced Scorecard in 1992. Kaplan also reveals the "six strategy execution stages": Stage 1: The CEO leads the change agenda and drives it from the top to reinforce the mission, values and vision. Key take-aways from their latest research: Companies often manage strategy in fits and starts.
Six Disciplines
APRIL 13, 2011
Kaplan and D. Kaplan and D. Only 5% of employees understand their corporate strategy.[4]. 92% of organizations do not measure performance indicators.[5]. 75% of business improvement (change) initiatives to solve these problems fail due to lack of sustainability. [6]. Cited Sources: [1] (R. 4] (Renaissance Solutions Survey, 1996). [5]
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Six Disciplines
AUGUST 1, 2011
Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies.
Six Disciplines
AUGUST 1, 2011
Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies.
Six Disciplines
MARCH 21, 2011
Kaplan, one of the original creators of the Balanced Scorecard. Kaplan also reveals the "six strategy execution stages": Stage 1: The CEO leads the change agenda and drives it from the top to reinforce the mission, values and vision. Harvard Business School Working Knowledge offers up this interview with professor Robert S.
Six Disciplines
OCTOBER 4, 2011
Kaplan and Dr. David P. It's interesting to note that Kaplan and Norton's description of such a "closed-loop management system" very closely parallels that of the Six Disciplines complete strategy execution program. By creating a closed-loop management system, companies can avoid such shortfalls.
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.
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