Leading Blog

AUGUST 19, 2011

While we might like to think otherwise, here is a fact about successful leaders: Successful leaders go through significant periods of time in which they feel confused, discouraged, and unsure of themselves and their decisions. And un successful leaders go through the same thing. Succession Planning and Delegation.

Kaplan 280

Kaplan Delegation Self-aware Maturity 280

Leadership Freak

AUGUST 19, 2012

Soren Kaplan in Leapfrogging Kaplan offers a “finding your future [.]. Preparation prevents reaction. Prepare for future failures so you won’t end up caught in the snare of fear. One way to combat our fears is to hit them head-on.”

Kaplan 200

Kaplan Positioning Stress Books 200

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 presidency the range of attributes necessary for full success in the job”— James Fallows. No real-world human being brings to the U.S.

Bureaucracy 275

Bureaucracy Kaplan Drucker Politics 275

Leadership Freak

JANUARY 3, 2013

I asked the “expert on surprise,” Soren Kaplan, “If you could [.]. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril. Surprise energizes innovation.

Kaplan 207

Kaplan Uncertainty Innovation Planning 207

Coaching Tip

NOVEMBER 22, 2013

We have all been trained that the more control we have, the more successful we will be. Success depends on our ability to interpret and respond to unexpected good and bad events , unanticipated customer comments and other surprising experiences. Rather, introducing new blood into a creative team enhances the likelihood of success.

Innovation 126

Innovation Kaplan Diversity Open-book 126

Leading Blog

SEPTEMBER 12, 2012

Each chapter defines the objective, the context and the challenge—and then what success looks like and the pitfalls you might encounter. Third, there are tools that I have found valuable in my work with some of the most successful organisations in the world." Well thought out and helpful.

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 205

Kaplan Uncertainty Power Motivation 205

Leading Blog

DECEMBER 15, 2021

Flux helps readers open this mindset—a flux mindset—and develop eight “flux superpowers” that flip conventional ideas about leadership, success, and well-being on their heads. Sucher and Shalene Gupta (PublicAffairs 2021) Trust is the most powerful force underlying the success of every business.

Books 453

Books Leadership Open-book Wiseman 453

LDRLB

JUNE 19, 2013

Get symbolic – understand that mission statements, awards, stories of successes and failures, posters in the hallways, catch phrases, and acronyms all shape culture. Organizational culture is increasingly being recognized as the most critical success factor for business success. The soft stuff truly is the hard stuff.

Innovation 155

Innovation Kaplan Mission Statement Critical Success Factor 155

Coaching Tip

JULY 25, 2012

We have all been trained that the more control we have, the more successful we will be. Success depends on our ability to interpret and respond to unexpected good and bad events , unanticipated customer comments and other surprising experiences. Soren Kaplan: Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

Kaplan 90

Kaplan Cost Uncertainty Travel 90

Mills Scofield

MAY 14, 2014

Last year, in a discussion on the paradox of integrity, trust and vulnerability with John Hagel, Saul Kaplan, Mike Waite , President of Menasha Packaging Corp. MPC) and myself, shared how integrity is key to Menasha’s success."

Efficiency 127

Efficiency Kaplan Innovation Strategy 127

Mills Scofield

APRIL 15, 2012

That’s why I was thrilled when my friend and one of business model innovation’s gurus, Saul Kaplan , wrote a must read book sharing his real world experiences - The Business Model Innovation Factory. Thank you, Saul, for sharing your years of learning, of failures and successes, and of wisdom with us. 1] Kaplan, Saul.

Kaplan 151

Kaplan Business Model Levitt Christensen 151

First Friday Book Synopsis

MAY 27, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Breaking Out: How to Build Influence in a World of Competing Ideas John Butman What You’re Really Meant to Do: A Roadmap for Reaching Your Unique Potential Robert Steven Kaplan The UnStoppables: Tapping Your Entrepreneurial […].

Kaplan 75

Kaplan Blog Hamel Handbook 75

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

MAY 8, 2013

All companies, whether they are successful with innovation or not, have one thing in common: they have their own “personalities.” Innovation Leadership creativity innovation kaplan organizational culture' When it comes down to it, every leader and every company has an opportunity to create their own unique formula for innovation.

Innovation 162

Innovation Kaplan Download Creativity 162

LDRLB

FEBRUARY 13, 2014

Get symbolic – Understand that mission statements, awards, stories of successes and failures, posters in the hallways, catch phrases, and acronyms all shape culture. Innovation culture innovation kaplan organizational culture' Create your own symbols that reinforce innovation values. The soft stuff truly is the hard stuff.

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

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

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. You will find that every successful organization has mastered those five principles.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 100

Kaplan Uncertainty Power Motivation 100

leaderCommunicator

SEPTEMBER 13, 2013

By: Elle Kaplan via Inc As the CEO of a mission-driven, socially-conscious firm, I’ll be the first to tell you that vision and values are crucial, but it takes more than big-picture thinking…. Are You an Authentic CEO?

CEO 121

CEO Kaplan Leadership Cooper 121

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. You will find that every successful organization has mastered those five principles.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

First Friday Book Synopsis

AUGUST 9, 2012

Leapfrogging: Harness the Power of Surprise for Business Breakthroughs Soren Kaplan Berrett-Koehler Publishers (2012) The power and value of serendipity on the other side of complexity As I began to read this book, I was reminded of an observation by Oliver Wendell Holmes: “I wouldn’t give a fig for simplicity this side of complexity but [.].

Kaplan 75

Kaplan Books Review Power 75

First Friday Book Synopsis

SEPTEMBER 6, 2011

Kaplan in his recently published book, What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential, published by Harvard Business School Press (2011). Here are some invaluable ideas provided by Robert S.

Kaplan 85

Kaplan Construction Books Planning 85

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. Budget Alignment The budget, incentive structure for the employees, and customer success metrics are not aligned with the strategic plan. If you aren’t sure, you’re not alone.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Role model innovation leadership – successful innovation requires risk-taking, acceptance of failure, and openness to revisiting and modifying fundamental assumptions. Innovation innovation kaplan Leadership' Role model these things every day.

Innovation 114

Innovation Kaplan Short-term Long-term 114

First Friday Book Synopsis

JULY 1, 2011

Marketing to Women: How to Understand, Reach, and Increase Your Share of the Largest Market Segment Marti Barletta Kaplan Business (2002) How to Succeed in the World’s Largest Market Segment In this uniquely informative volume, Barletta answers three separate but related questions: “What makes women a worthwhile market?”, “Why market differently (..)

Market Segmentation 80

Market Segmentation Kaplan Marketing Review 80

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. By creating a closed-loop management system, companies can avoid such shortfalls.

System 98

System Balanced Scorecard Execution Strategy 98

LDRLB

DECEMBER 12, 2013

And a very successful one at that. That first location was so successful that Housing Works soon opened another outlet to handle the demand, and then another, and another still. Innovation business model innovation kaplan nonprofit' But it acts an awful lot like a business. It just opened subsidiaries in Haiti, Washington D.C.,

Innovation 157

Innovation Strategy Business Model Kaplan 157

Great Leadership By Dan

AUGUST 24, 2017

Kaplan and David P. My research revealed that in successful executions leaders identified three common broad themes present throughout the journey of translating the strategy into action. What leaders require is the understanding and the tools. Norton and their Palladium associates.

Execution 211

Execution Strategy Kleiner Norton 211

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. By creating a closed-loop management system, companies can avoid such shortfalls.

System 85

System Balanced Scorecard Execution Strategy 85

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. The budget, incentive structure for the employees, and customer success metrics are not aligned with the strategic plan. If you aren’t sure, you’re not alone. Budget Alignment.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

LDRLB

JULY 17, 2012

Five personal leadership competencies are essential for success in today’s environment: A Leapfrogging Mindset. 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. To learn more, visit: [link].

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

Six Disciplines

APRIL 4, 2011

Developed at the Harvard Business School by David Norton and Robert Kaplan in the early 1990s, the Balanced Scorecard (BSC) represents the newest and most prolific performance measurement system since Total Quality Management (TQM) and Management by Objectives (MBO).

Balanced Scorecard 101

Balanced Scorecard MBO TQM Norton 101

Coaching Tip

AUGUST 26, 2015

That is to say, your success is inextricably linked to the activities and contributions of others. Source: Robert Steven Kaplan: What You Really Need to Lead: The Power of Thinking and Acting Like an Owner. On the contrary, it is a journey that requires consistent diligence, focus, and attention. However, you can't do this alone. .

Leadership 70

Leadership Kaplan eBook Sports 70

Great Leadership By Dan

AUGUST 15, 2011

Great leaders have the wisdom to know what actions are needed and necessary to achieve success. Bibliography Kaplan, R.E. It means using the appropriate mix of various ingredients to help people grow and blossom. and Kaiser, R.B. Developing Versatile Leaders.” MIT Sloan Management Review (Summer 2003). Better Under Pressure.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

Strategy Driven

NOVEMBER 19, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., Visit www.Communispond.com for free access to numerous articles, audiocasts, videocasts and e-newsletter subscriptions. Prior to joining Communispond, Bill was CEO of Digi-Block Inc., a K-12 education publisher focusing on mathematics.

Planning 50

Planning Audience Succession Library 50

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Role model innovation leadership – successful innovation requires risk-taking, acceptance of failure, and openness to revisiting and modifying fundamental assumptions. Role model these things every day. Find others who do these naturally and use them as inspiration for others.

Innovation 113

Innovation Kaplan Short-term Long-term 113