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

SEPTEMBER 12, 2012

Second, there are some of the most influential tools from the field of strategy and management. Third, there are tools that I have found valuable in my work with some of the most successful organisations in the world."

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

Leading Blog

JANUARY 10, 2018

The careers of one-half to two-thirds of managers and leaders will derail. “At Captain Fantastic’s poor ego management results in behavior that is a combination of defensiveness, arrogance, lack of composure, being distrustful, being mischievous and colorful, and being passive. W HY DO SOME careers stall while others flourish?

Career 189

Career How To Kaplan Emotional Intelligence 189

Coaching Tip

NOVEMBER 22, 2013

That''s why on Amazon every management book with the word "surprise" in its title is about how to avoid or prevent the phenomena. In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation. Soren Kaplan: Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

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

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.” H ANG UP THE CAPE.

Power 181

Power Kaplan Risk Management Active Listening 181

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance. Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance.

System 98

System Balanced Scorecard Execution Strategy 98

The Practical Leader

MARCH 29, 2023

These weak leaders manage by activity rather than by results. Author Adam Waytz is a psychologist and the Morris and Alice Kaplan Chair in Ethics and Decision Management at the Kellogg School of Management at Northwestern University. But for other leaders, it’s about face time.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Tanveer Naseer

JULY 12, 2016

Formerly the Managing Partner of Trammel Crow, one of the nation’s leading real estate developers, he is chairman of the investment firm he founded in 1995. Kaplan worked for 25 years at Newsweek and Fortune. The following is a guest piece by Joel Peterson, Chairman of JetBlue, with David A. Reproduced by permission of AMACOM.

Kaplan 100

Kaplan CEO Real Estate CFO 100

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance. Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance.

System 85

System Balanced Scorecard Execution Strategy 85

Michael Lee Stallard

SEPTEMBER 15, 2010

Today began with a drive East from my home in Connecticut to Saul Kaplan’s wonderful Business Innovation Factory Conference (called “BIF-6″) in Providence, Rhode Island. Driving into the sunrise on this sunny, clear day with a hint of Fall in the air was simply stunning. why is everyone smiling? why is everyone smiling?

Innovation 210

Innovation Conference Kaplan Talent Management 210

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

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. There are only a few options such as Palladium Execution Premium Process™ (XPP ) developed by Drs. Kaplan and David P.

Execution 211

Execution Strategy Kleiner Norton 211

Great Leadership By Dan

AUGUST 15, 2011

The best gardeners learn through experience and reflection what flowers need to grow and develop. Bibliography Kaplan, R.E. Developing Versatile Leaders.” MIT Sloan Management Review (Summer 2003). Thornton is the author of numerous articles and 13 books on management and leadership. and Kaiser, R.B.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

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

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. Build Relationships with People Who Are Different – Leaders who do not get out of their comfort zones limit their own development. Sameness begets sameness.

Organization 50

Organization Kaplan Diversity How To 50

Six Disciplines

APRIL 4, 2011

Many corporate managers have been introduced to a corporate management system called the Balanced Scorecard. Thus, as a manager or business leader, if the system has not yet been encountered, it most likely will be in the near future. Indicative of the system's growth, many of these implementations are less than six months old.

Balanced Scorecard 101

Balanced Scorecard MBO TQM Norton 101

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

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

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. Build Relationships with People Who Are Different – Leaders who do not get out of their comfort zones limit their own development. Sameness begets sameness.

Diversity 56

Diversity Kaplan Self-aware Long-term 56

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

Strategy Driven

NOVEMBER 26, 2010

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Additional Information This is the second of a series of articles, developed exclusively for StrategyDriven , that highlights the breadth and depth of Communispond’s LearnTO Library.

Library 70

Library Kaplan Newsletter Audience 70

Strategy Driven

MAY 13, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. We offer: Expert individual communication coaching for professional development or critical public events. He also served as President of Kaplan College, a division of Kaplan Inc.,

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Kaplan Audience Chief Executive Officer Seminar 66

The Horizons Tracker

OCTOBER 30, 2019

One company that has managed to thrive off of the beaten track is UK Internet company Zen Internet, who were created in the Lancashire town of Rochdale in 1995 by Richard Tang with a desire not only to provide high speed Internet to the nation, but to do business in the right way. An entrepreneurial beacon.

Incubator 41

Incubator Diversity Kaplan Objective 41

Strategy Driven

NOVEMBER 19, 2010

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Additional Information This is the first of a series of articles, developed exclusively for StrategyDriven , that highlights the breadth and depth of Communispond’s LearnTO Library.

Planning 50

Planning Audience Succession Library 50

Strategy Driven

NOVEMBER 21, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Addressing a managers meeting, Brian Halla, CEO of National Semiconductor Corp., Perhaps you want to impart information – at a senior management briefing or a staff training session, for example.

Power 56

Power Audience Kaplan Short-term 56

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. The Innovator's DNA shows readers how to develop these core skills and use them in combination to generate new ideas. By Robert Kaplan. By Dick Grote.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

MAY 14, 2013

By Robert Steven Kaplan. In fact, most agree that moving into a new role is the biggest challenge a manager will face. Managing yourself' Check out these new and forthcoming books from HBR Press: What You''re Really Meant to Do: A Road Map for Reaching Your Unique Potential. It takes courage and hard work. By Michael D.

Books 8

Books Kaplan Definition Influence 8

Mills Scofield

NOVEMBER 19, 2010

As a result, a wonderful friendship has developed (which is easy to do at BIF). Sitting behind me at BIF-6 was this nice, unassuming guy. We struck up a conversation. This guy was Michael Lee Stallard. As Michael and I started conversing, the importance of connections to help reframe, reform our world was/is a constant theme.

Books 121

Books Development Kaplan Power 121

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. The price of that indecision is becoming increasingly obvious: the company is sliding on market share and several middle management stars have left to join competitors.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

MARCH 30, 2015

Leadership & Managing People Book. Robert Steven Kaplan. These exercises may help you increase your self-awareness and develop your abilities to better understand your passions. This article was adapted from What You’re Really Meant to Do , by Robert Steven Kaplan. Adapted from. Add to Cart.

Self-aware 8

Self-aware Kaplan Career Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 20, 2012

The idea that organizations ought to focus on developing the strengths of their employees rather than trying to help them fix their weaknesses was introduced and popularized by the consulting firm Gallup. Kaplan and Robert Kaiser demonstrated so persuasively in an HBR article several years ago.

Kaplan 15

Kaplan Maslow Learning-by-Doing Positioning 15

Harvard Business Review

MARCH 15, 2011

They deliver growth and development opportunities that increase people's skills and enhance their value in the marketplace — a big win for both the organization and the individual. I haven't been climbing the corporate ladder; I've been traversing what my colleague Cathy Benko has dubbed the "corporate lattice." So how about you?

Kaplan 14

Kaplan Short-term Career Long-term 14

Harvard Business Review

OCTOBER 9, 2015

“The proper goal for any health care delivery system is to improve the value delivered to patients … To properly manage value, both outcomes and cost must be measured at the patient level,” Harvard’s Robert Kaplan and Michael Porter tell us. But, why do we only define patient value by outcomes and cost?

Health Care 8

Health Care Cost Kaplan Porter 8

Harvard Business Review

JULY 13, 2018

For example, researchers Sarah Kaplan and Keyvan Vakili found that recombining ideas from one domain of specialization, as opposed to multiple domains, led to more novel innovations in the area of nanotubes. Specialists may also have an easier time collaborating because it’s clearer how the work should be split up.

Creativity 8

Creativity Kaplan Productivity Products 8

Harvard Business Review

SEPTEMBER 3, 2012

As we look to develop competence within a new domain of expertise, moving up a personal learning curve, initially progress is slow. Saul Kaplan , Chief Catalyst at Business Innovation Factory, shares: "My life has been about searching for the steep learning curve because that's where I do my best work.

Learning Curve 10

Learning Curve Market Penetration Disruptive Innovation Kaplan 10

Harvard Business Review

SEPTEMBER 2, 2015

In addition, he developed alternative point-of-sale materials to be used in some of the regional product tests that were about to be conducted. Leadership & Managing People Book. Robert Steven Kaplan. Developing Conviction. Adapted from. What You Really Need to Lead. Add to Cart. I agree with him.

Project 8

Project Advice Learning-by-Doing Productivity 8