LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Whereas innovation used to be all about research & development, technology, and product or service innovation, what’s required for innovation today goes far beyond the traditional nuts and bolts. Innovation innovation kaplan Leadership'

Innovation 114

Innovation Kaplan Short-term Long-term 114

Great Leadership By Dan

AUGUST 15, 2011

The best gardeners learn through experience and reflection what flowers need to grow and develop. They’re busy having meetings, doing power point presentations but making no improvements in the operation. Bibliography Kaplan, R.E. Developing Versatile Leaders.” Too much water or too little sunlight may hurt your plants.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Whereas innovation used to be all about research & development, technology, and product or service innovation, what’s required for innovation today goes far beyond the traditional nuts and bolts. This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

The Horizons Tracker

OCTOBER 30, 2019

As well as the shareholding, each startup is required to return 5% of their pre-tax profits to Zen after year 5 of operations. Each of the firms is a global leader in their niche, and the researchers set out to explore how they were able both to thrive and innovate, despite operating in largely homogeneous communities.

Incubator 49

Incubator Diversity Kaplan Objective 49

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

JULY 13, 2011

Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth. Kaplan and Norton point out that customer satisfaction, internal business processes, learning, and revenue growth are important drivers of long-term performance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Deming Institute

AUGUST 31, 2017

We call this approach Professional Management, and have developed a system to implement it influenced by Dr. W. Kaplan, and Relevance Regained , focused on improving the information available to management accountants. Edwards Deming and other great thought leaders. His books Relevance Lost , coauthored with Robert S.

Management 28

Management Kaplan Activity Based Costing Deming 28

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

Harvard Business Review

OCTOBER 26, 2017

New products developed? Each innovation brings lessons that inform ongoing operations. For example, Gary Kaplan, president of XL Catlin’s North American Construction insurance, got his division started by formulating some major strategic goals. Costs reduced? Productivity improved? Change management.

Management 8

Management Kaplan Short-term Innovation 8

Strategy Driven

NOVEMBER 21, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Bill is responsible all aspects of the business including sales, marketing, content development, and the delivery of Communispond courses by certified faculty. At the heart of every employee is talent.

Power 56

Power Audience Kaplan Short-term 56

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

Harvard Business Review

SEPTEMBER 13, 2017

” Robert Kaplan, author of What You’re Really Meant to Do , states that “numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.” Developing others toward their passions requires a mindset shift.

Servant Leader 8

Servant Leader Greenleaf How To Kaplan 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

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

Harvard Business Review

AUGUST 4, 2014

Pepsi Refresh failed because it had no relevance to the brand’s operations or heritage. Its founder, Saul Kaplan , is a self-professed innovation junkie. Given AmEx’s operations, consumer base, and resources, it’s well positioned to do so. American Express has developed “Small Business Saturday.” Let me explain.

Media 8

Media Marketing Strategy Groupthink Kaplan 8

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. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9