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

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

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. Rural innovation.

Incubator 41

Incubator Diversity Kaplan Objective 41

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.,

Kaplan 68

Kaplan Audience Chief Executive Officer Seminar 68

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

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

Lattice organizations provide options that align career aspirations and personal needs with corporate objectives and operational requirements. 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.

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

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

OCTOBER 22, 2015

The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. Unfortunately, fewer than 20% of patients had completed both pre- and post-operative surveys.

Mayo 8

Mayo Health Care Committee Project 8