Leading Blog

MARCH 18, 2021

Kaplan on the dangers of peace: “Avoiding tragedy requires a sense of it, which in turn requires a sense of history. I DEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Source: The Coming Anarchy: Shattering the Dreams of the Post Cold War.

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Kaplan Media Project Power 274

LDRLB

JANUARY 19, 2017

Soren Kaplan is the author of the best-selling and award-winning book Leapfrogging , an affiliated professor at the Center for Effective Organizations at USC’s Marshall School of Business, a contributing writer for Fast Company, a leading keynote speaker, and the founder of InnovationPoint.

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Kaplan Innovation Disruptive Innovation Competitive Advantage 60

Leading Blog

OCTOBER 29, 2020

Carl Schorske on the need to think not just about but to think with history; to employ the materials of the past and the configurations in which we organize and comprehend them to orient ourselves in the living present:: “In most fields of intellectual and artistic culture, twentieth-century Europe and America learned to think without history.

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Kaplan Politics Project Blog 201

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 276

Books Wiseman Leadership Open-book 276

First Friday Book Synopsis

APRIL 15, 2011

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S. Kaplan and David P. Norton Harvard Business Press (2000) The Perilous “Journey&# to Breakthrough Performance Note: This is another “business classic” I read when it was first published and then recently re-read it.

Balanced Scorecard 89

Balanced Scorecard Norton Kaplan Strategy 89

Leading Blog

AUGUST 19, 2011

The difference, says Harvard professor Robert Kaplan, is “how they deal with these periods of confusion and uncertainty. It is often extremely difficult as an insider to see where you and the organization have drifted out of alignment. They feel as if they should be somewhere else, doing something else. The Leader as Role Model.

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Kaplan Delegation Self-aware Maturity 282

Leadership Freak

JANUARY 3, 2013

Organizations hate uncertainty. 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. Reject surprises to your own peril. Surprise energizes innovation.

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Kaplan Uncertainty Innovation Planning 203

Leading Blog

NOVEMBER 2, 2020

But then as now, there is no greater attribute for a ruler than humility built on an accurate assessment of his own limits, from which the finest cunning emerges.” — Robert Kaplan, Warrior Politics. “In No real-world human being brings to the U.S. presidency the range of attributes necessary for full success in the job”— James Fallows.

Bureaucracy 279

Bureaucracy Kaplan Drucker Politics 279

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 (..)

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Kaplan Consensus Proposal Reference 79

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

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. His organization, The Business Innovation Factory (BIF), is a vehicle for sharing real life stories about business models that have transformed industries and lives. Therein lies the problem.

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Kaplan Business Model Levitt Christensen 151

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.” The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” In a sense, strategy creates risk.

Strategy 282

Strategy Books Balanced Scorecard Mauborgne 282

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. Blog Post ).

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Books Leadership Open-book Wiseman 453

Leading Blog

DECEMBER 25, 2011

Consider : Harnessing the Power of Reflective Thinking In Your Organization by Daniel Patrick Forrester. What to Ask the Person in the Mirror : Critical Questions for Becoming a More Effective Leader and Reaching Your Potential by Robert Steven Kaplan. It’s time to rediscover true leadership—to rethink our fundamental assumptions.

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Books Forrester Kahneman Kaplan 284

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'

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Innovation Kaplan Power Diversity 128

LDRLB

AUGUST 29, 2012

Why do organizations hate surprises? 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. Why do most leaders avoid uncertainty? Why is predictability and control the unquestioned holy grail of management?

Power 146

Power Kaplan Uncertainty Resistance 146

Six Disciplines

SEPTEMBER 5, 2014

Kaplan, one of the original creators of the Balanced Scorecard in 1992. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, or what most think of as "fighting fires.". Leadership sets the ambitious vision and stretch targets.

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Balanced Scorecard Execution Strategy Kaplan 98

LDRLB

OCTOBER 10, 2012

“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! 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.

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Innovation CIO Kaplan Uncertainty 163

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.

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Kaplan Charisma Reputation Books 50

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.

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Kaplan Report Metrics Loyalty 76

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. New Mindsets are the Missing Link.

Innovation 126

Innovation Kaplan Diversity Open-book 126

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.

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Kaplan CEO Real Estate CFO 100

LDRLB

JUNE 19, 2013

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. Innovation autonomy innovation kaplan organizational culture rewards' A pleasant surprise. Why the interest?

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Innovation Kaplan Mission Statement Critical Success Factor 155

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

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, Harvard Business School Press, The Strategy-Focused Organization, 2001). [3] Cited Sources: [1] (R.

Norton 101

Norton Kaplan Execution Strategy 101

Leading Blog

JANUARY 10, 2018

These archetypes are present across all organizations, genders, and levels of seniority. Cast relates a conversation he had with Stuart Kaplan, the director of leadership recruiting at Google to make this point: As you progress [in your career], your relationship with others is more important than your knowledge of and relationship with data.

Career 191

Career How To Kaplan Emotional Intelligence 191

LDRLB

MAY 8, 2013

Structure – The formal and informal organizing principles and functional designs that enable (or inhibit) collaboration and guide mindsets & behavior. Innovation Leadership creativity innovation kaplan organizational culture' That’s the source of real innovation.

Innovation 162

Innovation Kaplan Download Creativity 162

First Friday Book Synopsis

JUNE 30, 2013

Bell and Marshall Goldsmith Deloitte Dharmesh Shah Gallup Organization HBR Helene D. Gayle (CARE) in “The Corner Office” How to Storyboard Your Presentation Lifehacker LinkedIn Malcolm Gladwell Management Tip of the Day Managers as Mentors Manish Tangri Michael E.

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Govindarajan Blog Kaplan Mentor 75

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. Check out the details below and register today. Leading Disruptive Innovation. When: July 26, 2012. About Soren.

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Webinar Kaplan Disruptive Innovation Innovation 118

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

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. Innovation culture innovation kaplan organizational culture' It became one of the Magazine’s most popular articles of 2013.

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

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. Align the organization. Strategy is the job of senior executives. Read the entire article here.

Balanced Scorecard 98

Balanced Scorecard Strategy Kaplan Management 98

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? Innovation innovation kaplan Leadership' Some leaders consciously acknowledge this fundamental paradox.

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Innovation Kaplan Short-term Long-term 114

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. Effectiveness in leadership is not about having all of the answers but not knowing and accessing the power of those you lead.

Power 182

Power Kaplan Risk Management Active Listening 182

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. Align the organization. Strategy is the job of senior executives. Read the entire article here.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Management 85

Six Disciplines

MARCH 21, 2011

Kaplan, one of the original creators of the Balanced Scorecard. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, or what most think of as "fighting fires.". Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

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'

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Innovation Kaplan Banking Incubator 88