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. I recently had the opportunity to meet with a major bank. The discussion involved how to create new financial services for their high net worth clients (a.k.a.

Innovation 141

Innovation Kaplan Banking Incubator 141

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Six Disciplines

APRIL 27, 2011

” (Sam Decker, Decker Marketing). ” (Trevor Hall, Servant-Leadership Blog). “Harpst's book is the first book I’ve read that takes the best education from (Good To Great, E-Myth Manager, others) and combines them into one book. Skip Angel, Random Thoughts of a CTO). “But the book doesn't stop there!

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

NOVEMBER 26, 2010

Bill is responsible all aspects of the business including sales, marketing, content development, and the delivery of Communispond courses by certified faculty. He also served as President of Kaplan College, a division of Kaplan Inc., Prior to joining Communispond, Bill was CEO of Digi-Block Inc.,

Library 70

Library Kaplan Newsletter Audience 70

Strategy Driven

NOVEMBER 19, 2010

Bill is responsible all aspects of the business including sales, marketing, content development, and the delivery of Communispond courses by certified faculty. He also served as President of Kaplan College, a division of Kaplan Inc., Prior to joining Communispond, Bill was CEO of Digi-Block Inc.,

Planning 50

Planning Audience Succession Library 50

Harvard Business Review

MARCH 30, 2016

Effective executives understand the productivity and customer loyalty future depends as much on motivating and managing their machines as inspiring their people. Empowering smart machines to — pun intended — live up to their potential may well become the essential new 21st-century leadership skill.

Review 8

Review Kaplan Kaizen Performance Review 8

Harvard Business Review

AUGUST 22, 2011

Based on years of research into the daily lives of workers from a variety of companies, Teresa Amabile and Steven Kramer explain for the first time exactly how the inner work life of workers — their emotions, their perceptions, their motivations — influence performance and what exactly managers can do about it. By Robert Kaplan.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

JUNE 7, 2016

In speaking with the management team, we saw familiar signs of pain. And several weak players were holding back the already-strained management team. While his intentions were admirable at first glance, his leadership style was ultimately hurting his team, his investors, and himself.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

SEPTEMBER 2, 2015

This kind of opinion giving may be quite appropriate and adequate in any number of situations, but it doesn’t constitute leadership. Leadership requires much more. The team was charged with conceiving of all aspects of the new product’s design, packaging, marketing, and distribution strategy. Robert Steven Kaplan.

Project 8

Project Advice Learning-by-Doing Productivity 8

LDRLB

FEBRUARY 11, 2013

Big visions, carefully crafted strategies, and detailed plans are signs of great leadership. Some companies and leaders have experienced the inherent value of uncertainty and surprise, and actually use it to out-innovate the competition: Intuit’s flagship product was Quicken, the leading software program for managing home finances.

Uncertainty 164

Uncertainty Meyer How To Disruptive Innovation 164

Harvard Business Review

OCTOBER 22, 2015

The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. Each Mayo Clinic value-improvement project must: gain senior leadership support, including an approved charter.

Mayo 8

Mayo Health Care Committee Project 8

LDRLB

OCTOBER 22, 2012

In the world of business leadership and entrepreneurship, persistence is often touted as one of the key success attributes. As study author Steve Kaplan puts it, “Persistent leaders don’t give up>” Never giving up is common with successful company leaders and business entrepreneurs. ” Donald Trump.

Power 167

Power Kaplan Entrepreneur Learning-by-Doing 167