Leading Blog

SEPTEMBER 1, 2015

What You Really Need to Lead : The Power of Thinking and Acting Like an Owner by Robert Steven Kaplan. Leadership BS : Fixing Workplaces and Careers One Truth at a Time by Jeffrey Pfeffer. H3 Leadership : Stay Hungry. Always Hustle. by Brad Lomenick.

Kaplan 150

Kaplan Books Library Leadership 150

Great Leadership By Dan

AUGUST 24, 2017

Paul Leinwand, Cesare Mainardi and Art Kleiner stated in their 2015 Harvard Business Review article that only 8% of leaders are effective at both creating good strategies and executing them. Kaplan and David P. High performance comes from striking the right balance between crafting strategy and executing it.

Execution 211

Execution Strategy Kleiner Norton 211

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. Originally published in the Brown Daily Herald, May 21, 2015 and republished with permission by the author. It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. Originally published in the Brown Daily Herald, May 21, 2015 and republished with permission by the author. It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Harvard Business Review

AUGUST 23, 2017

In 2015 Rotman’s Roger Martin reviewed the evidence on both sides here at HBR and explained why he believed short-termism is a problem. In a recent paper , University of Chicago Booth economist Steven Kaplan makes his own case against worrying about short-termism. But not everyone agrees. You’re not convinced.

Short-term 8

Short-term Porter Long-term Kaplan 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. His last piece for us, “The Art of Giving and Receiving Advice” (2015), must have drawn on his own experience, although it’s research-based and filled with case examples. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9