Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. By management system, they're referring to the integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both. By creating a closed-loop management system, companies can avoid such shortfalls.

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. By management system, they're referring to the integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both. By creating a closed-loop management system, companies can avoid such shortfalls.

System 85

System Balanced Scorecard Execution Strategy 85

Six Disciplines

MAY 10, 2011

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

First Friday Book Synopsis

FEBRUARY 6, 2012

Kaplan and David P. Norton developed in much greater depth and detail a concept they introduced previously in an HBR article (January/February, 1992): the balanced scorecard. In a book published in 1996, The Balanced Scorecard: Translating Strategy Into Action, Robert S.

Balanced Scorecard 112

Balanced Scorecard Norton Kaplan Article 112

Great Leadership By Dan

AUGUST 24, 2017

What leaders require is the understanding and the tools. There are only a few options such as Palladium Execution Premium Process™ (XPP ) developed by Drs. Kaplan and David P. Norton and their Palladium associates. John Kotter offers the “8 Step Process for Leading Change”.

Execution 211

Execution Strategy Kleiner Norton 211

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

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

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

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

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

LDRLB

FEBRUARY 11, 2013

Could we be ignoring the most fundamental tool that anyone can use to create disruptive innovation and change? This surprise led to a big shift for OpenTable: In addition to restaurant reservations, the company developed a “guest management” platform to also capture and provide detailed data on the restaurants’ diners themselves.

Uncertainty 164

Uncertainty Meyer How To Disruptive Innovation 164

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 8

Management Balanced Scorecard NPV Article 8