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. They need to understand that managing strategy is managing change and they may need to be the change agent.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

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. They need to understand that managing strategy is managing change and they may need to be the change agent.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

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

Leading Blog

DECEMBER 15, 2021

Whether it's the death of a friend, loss of a job, a bad break-up or the isolation of Covid-19, those who manage to be where their feet are will grow, stretch and emerge stronger, smarter and more prepared as we find peace and gratitude in the pause. We need to make our interactions count. Blog Post ).

Books 453

Books Leadership Open-book Wiseman 453

Leading Blog

SEPTEMBER 12, 2012

Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” Second, there are some of the most influential tools from the field of strategy and management. In a sense, strategy creates risk.

Strategy 281

Strategy Books Balanced Scorecard Mauborgne 281

LDRLB

AUGUST 29, 2012

Why do organizations hate surprises? Why is predictability and control the unquestioned holy grail of management? Every management book on Amazon with the word “surprise” in its title is about how to prevent the phenomenon. Why do most leaders avoid uncertainty? Take a look, you just might find a surprise.

Power 146

Power Kaplan Uncertainty Resistance 146

LDRLB

OCTOBER 10, 2012

Have you ever looked at the data you managed and asked why it matters?”. What’s the simplest thing you could do right now to transform this organization?”. Now, go ask yourself, your team, and your organization a tough question! Unexpected Gain. Big Data Question. Untapped Asset. Global Reach. Performing Under Pressure.

Innovation 163

Innovation CIO Kaplan Uncertainty 163

Six Disciplines

SEPTEMBER 5, 2014

Kaplan, one of the original creators of the Balanced Scorecard in 1992. Key take-aways from their latest research: Companies often manage strategy in fits and starts. Senior management teams needs to have regular, probably monthly, meetings that focus only on strategy. Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 98

Balanced Scorecard Execution Strategy Kaplan 98

Leading Blog

JANUARY 10, 2018

The careers of one-half to two-thirds of managers and leaders will derail. “At These archetypes are present across all organizations, genders, and levels of seniority. This need kicks in as you move into middle and upper management. Some research studies state that it affects over half of managers who derailed.”

Career 190

Career How To Kaplan Emotional Intelligence 190

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

First Friday Book Synopsis

JUNE 30, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Adapt: Why Success Always Starts with Failure Tim Harford Lifehacker: The Guide to Working Smarter, Faster, and BetterAdam Pash and Gina Trapani Negotiation Brian Tracy What the Dog Saw: And Other Adventures Malcolm Gladwell Managers as […].

Govindarajan 75

Govindarajan Blog Kaplan Mentor 75

Coaching Tip

NOVEMBER 22, 2013

Drawing on original research into motivating creativity, analysis of recent litigation, and empirical data from economics, psychology and network science, Lobel explores how the ways in which we fight over talent can either enhance or inhibit the innovative spirit of an organization. Businesses hate uncertainty.

Innovation 126

Innovation Kaplan Diversity Open-book 126

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

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

Leading Blog

JANUARY 24, 2018

In The Power of Vulnerability , Barry Kaplan and Jeffrey Manchester explain that the secret to unleashing the power of leaders, teams, and organizations, is through vulnerability. That’s your spot of safety, where your internal risk manager allows you to play.”

Power 181

Power Kaplan Risk Management Active Listening 181

Eric Jacobson

SEPTEMBER 21, 2016

"It benefits individual contributors, work groups, customers, suppliers, vendors -- and the betterment of the whole organization." High-trust organizations are focused on empowering people to do their best." Kaplan Other valuable takeaways from the book include: The gap between what a leader says and does is at the heart of trust.

Kaplan 50

Kaplan Charisma Reputation Books 50

Chartered Management Institute

SEPTEMBER 17, 2012

Throughout the past few years, a regular issue in the management world has been how to ensure gender parity in the boardrooms of our biggest companies. Much of the research during this time has placed part of the blame for this disparity in the lack of executive experience amongst our female managers.

Venture Funding 73

Venture Funding Execution Tools Kaplan 73

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. He is a professor of management at Oral Roberts University where he teaches a popular course on creativity and innovation.

Webinar 118

Webinar Kaplan Disruptive Innovation Innovation 118

The Practical Leader

MARCH 29, 2023

These weak leaders manage by activity rather than by results. Gallen in Switzerland, and Jochen Menges, lecturer in human resources and organizations at the University of Cambridge’s Judge Business School. Busyness too often becomes the “fabric of the organization.” Reward output, not just activity.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Great Leadership By Dan

AUGUST 24, 2017

Change management, which is taught, has been the default approach for strategy execution, but it is a subset of execution and more importantly does not work for implementing corporate strategy. 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

LDRLB

FEBRUARY 13, 2014

Many leaders and organizations have finally recognized that real innovation isn’t about creating finely tuned processes, using new fangled methodologies, or creating 2×2 matrices. 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.

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

Six Disciplines

MARCH 21, 2011

Kaplan, one of the original creators of the Balanced Scorecard. Key take-aways from their latest research: Companies often manage strategy in fits and starts. Senior management teams needs to have regular, probably monthly, meetings that focus only on strategy. Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

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

DECEMBER 10, 2012

Leapfrogging by Soren Kaplan. It’s not enough just to think about the innovations your own organization is pursuing. Adner outlines the why and how behind examining the ecosystem your organization is a part of and how innovations across the system can determine your fate. Innovation. We’re biased. The Wide Lens by Ron Adner.

Innovation 167

Innovation Strategy Books Christensen 167

First Friday Book Synopsis

APRIL 13, 2011

Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment Robert Simons Harvard Business Press (2005) Eloquent and Essential Practicality Unlike subtitles of so many other recently published business books, the one for Levers of Organization Design correctly identifies its author’s primary objective: (..)

Organization 89

Organization Simon Books Review 89

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

LDRLB

JULY 17, 2012

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. Data- Intuition Integration. Adaptive Planning.

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

LDRLB

DECEMBER 12, 2013

I put the word profit in quotes because New York-based Housing Works, which manages to do everything I just described, is technically a charity operation. ” The organization has built prestigious brands for its other moneymaking enterprises as well. Measure your organization like a business.

Innovation 157

Innovation Strategy Business Model Kaplan 157

Deming Institute

AUGUST 31, 2017

We call this approach Professional Management, and have developed a system to implement it influenced by Dr. W. Tom Johnson, an economist and self-described “recovering management accountant,” is well known for his early contributions to the traditional accounting profession. Edwards Deming and other great thought leaders.

Management 28

Management Kaplan Activity Based Costing Deming 28

Six Disciplines

APRIL 4, 2011

Many corporate managers have been introduced to a corporate management system called the Balanced Scorecard. A growing number of organizations are achieving great financial success through the BSC framework, thereby solidifying the BSC a "here to stay" rather than just another passing fad.

Balanced Scorecard 101

Balanced Scorecard MBO TQM Norton 101

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

Great Leadership By Dan

AUGUST 15, 2011

In a similar way, seasoned leaders know what it takes to help people and organizations achieve their potential. Bibliography Kaplan, R.E. MIT Sloan Management Review (Summer 2003). Thornton is the author of numerous articles and 13 books on management and leadership. and Kaiser, R.B. Developing Versatile Leaders.”

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

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

OCTOBER 26, 2017

Change management is having its moment. But many of these indicate that change management is some occult subspecialty of management, something that’s distinct from “managing” itself. This is curious given that, when you think about it, all management is the management of change.

Management 8

Management Kaplan Short-term Innovation 8

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

Harvard Business Review

JULY 19, 2012

The risk management approaches used by many organizations haven't effectively mitigated crucial risks. And many financial firms had risk management activities in place and were still hit with disaster in the 2007/2008 financial crisis. Kaplan and Anette Mikes say the problem lies with typical risk management approaches.

Kaplan 19

Kaplan Webinar Management Risk Management 19

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