LDRLB

JUNE 19, 2013

Measure what’s meaningful – because “you get what you measure,” select metrics that reinforce your innovation goals. Innovation autonomy innovation kaplan organizational culture rewards' Step in, then step back – Provide tools that give guidance and structure, but let employees decide how best to use and apply them.

Innovation 155

Innovation Kaplan Mission Statement Critical Success Factor 155

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

LDRLB

FEBRUARY 13, 2014

Measure what’s meaningful – Because “you get what you measure,” select metrics that reinforce your innovation goals. Innovation culture innovation kaplan organizational culture' Step in, then step back – Provide tools that give guidance and structure, but let employees decide how best to use and apply them.

Innovation 141

Innovation Kaplan Mission Statement Critical Success Factor 141

Six Disciplines

APRIL 13, 2011

Effective execution of strategy seems to be an elusive goal. Kaplan and D. Kaplan and D. As Fortune Magazine noted in 1982, "Less than 10% of strategies effectively formulated are effectively executed.". After two decades of the application of even the most modern and innovative business principles, the problem remains.

Norton 101

Norton Kaplan Execution Strategy 101

Six Disciplines

AUGUST 1, 2011

Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies. So, these are the five principles that transcend economies and cultures.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Innovation innovation kaplan Leadership' Some leaders consciously acknowledge this fundamental paradox.

Innovation 114

Innovation Kaplan Short-term Long-term 114

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

Six Disciplines

AUGUST 1, 2011

Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies. So, these are the five principles that transcend economies and cultures.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

Leading Blog

DECEMBER 15, 2021

That won’t protect any CEO from second-guessing, but Immelt explains how he’s pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. Jeff Immelt and his co-author Amy Wallace have written a very readable, inside look at Immelt’s 16 years as CEO of GE. Blog Post ).

Books 453

Books Leadership Open-book Wiseman 453

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. It's interesting to note that Kaplan and Norton's description of such a "closed-loop management system" very closely parallels that of the Six Disciplines complete strategy execution program. Set Goals That Lead ). By creating a closed-loop management system, companies can avoid such shortfalls.

System 98

System Balanced Scorecard Execution Strategy 98

The Practical Leader

MARCH 29, 2023

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. ” Don’t load new projects and goals on top of existing workloads without rigorous “stop doing” pruning to make room for them.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Six Disciplines

OCTOBER 4, 2011

Kaplan and Dr. David P. It's interesting to note that Kaplan and Norton's description of such a "closed-loop management system" very closely parallels that of the Six Disciplines complete strategy execution program. Set Goals That Lead ). By creating a closed-loop management system, companies can avoid such shortfalls.

System 85

System Balanced Scorecard Execution Strategy 85

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Some leaders consciously acknowledge this fundamental paradox.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Strategy Driven

MAY 13, 2011

Since 1969, Communispond has helped over 600,000 client associates – including CEOs, board chairs, sales leaders, sports, media, and political figures – to achieve business goals by communicating with clarity and power. If the boss isn’t clear on the project’s purpose, describe its goal. Step 2: Report the headlines.

Kaplan 68

Kaplan Audience Chief Executive Officer Seminar 68

Harvard Business Review

OCTOBER 26, 2017

Even when the overall aim is stability, often there are still change goals: to reduce variability, cut costs, reduce the time required, or reduce turnover, for example. Instead, focus on some important goals that are not being accomplished. Have teams carve out some sub-goals they will aim to achieve in a few months.

Management 8

Management Kaplan Short-term Innovation 8

Strategy Driven

NOVEMBER 26, 2010

Since 1969, Communispond has helped over 600,000 client associates – including CEOs, board chairs, sales leaders, sports, media, and political figures – to achieve business goals by communicating with clarity and power. He also served as President of Kaplan College, a division of Kaplan Inc.,

Library 70

Library Kaplan Newsletter Audience 70

LDRLB

JANUARY 14, 2013

The goal is to use whatever information you can find, and then apply your instincts to fill in the gaps. The goal is to sponsor and conduct low-risk experiments to test and validate a variety of new opportunities. Breakthrough innovation isn’t much different; there are no maps for uncharted territory. Comprehensive data rarely exist.

Strategy 160

Strategy Leadership Innovation Uncertainty 160

Strategy Driven

NOVEMBER 21, 2011

Since 1969, Communispond has helped over 600,000 client associates – including CEOs, board chairs, sales leaders, sports, media, and political figures – to achieve business goals by communicating with clarity and power. He also served as President of Kaplan College, a division of Kaplan Inc.,

Power 56

Power Audience Kaplan Short-term 56

Strategy Driven

NOVEMBER 19, 2010

Since 1969, Communispond has helped over 600,000 client associates – including CEOs, board chairs, sales leaders, sports, media, and political figures – to achieve business goals by communicating with clarity and power. He also served as President of Kaplan College, a division of Kaplan Inc.,

Planning 50

Planning Audience Succession Library 50

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. By Robert Kaplan. By Dick Grote. The Devil's Derivatives: The Untold Story of the Slick Traders and Hapless Regulators Who Almost Blew Up Wall Street.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

OCTOBER 19, 2011

It's when it becomes an obsession that it's a problem," says Robert Steven Kaplan, a Professor of Management Practice at Harvard Business School and author of What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential. No one loves to do things just adequately," says Kaplan.

Kaplan 15

Kaplan Management How To Self-aware 15

Harvard Business Review

NOVEMBER 29, 2010

An idea, behavior, or product is creative if it is both novel and appropriate to some goal. They were appropriate to the artist's goal of creating "a contemplative space that encourages participants to linger and experience an all-encompassing art environment.". And it quite effectively served its murderous goal.

Creative Accounting 15

Creative Accounting Creativity GAAP Balanced Scorecard 15

Harvard Business Review

MAY 23, 2011

McGonigal suggests that the four defining traits of any game — a goal, clear rules, a feedback system, and voluntary participation — can be applied to any challenge. Organizations have a lot of experience with goal setting, rules, and incentives. She even says game-playing makes us better people.

Kaplan 15

Kaplan Health Care Incentives Sports 15

Harvard Business Review

JUNE 7, 2016

Professors Steve Kaplan at the University of Chicago and Morten Sorensen at Copenhagen Business School have analyzed over 2,600 ghSMART assessments of candidates for C-suite positions and concluded that boards often overweight amicability in their hiring decisions. Your actions, however, actually run counter to that goal.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

JANUARY 24, 2017

Prioritizing work can be frustrating, especially if you work for a hands-off manager or a company that doesn’t give you clear goals. Most of us face this reality each and every day. Compounding the problem, recent research shows that global executives say they have too many conflicting priorities.

Management 8

Management How To Norton Energy 8

Harvard Business Review

MARCH 15, 2011

Realizing that I am accountable for assuming career responsibilities commensurate with my life goals has been an epiphany for me. Ami Kaplan is a Senior Partner at Deloitte, advising some of the firm's largest global clients on business, risk management and other financial and organizational challenges. So how about you?

Kaplan 14

Kaplan Short-term Career Long-term 14

Harvard Business Review

APRIL 8, 2015

In the end, I decided to bring only one: The Power of Nice: How to Conquer the Business World with Kindness by Linda Kaplan Thaler and Robin Koval. The five goals listed in Chapter 8 are guides worth keeping in mind as my new team and I set strategy and I lead a new team: Let the other guy (gal) be smarter.

Forrester 8

Forrester Kaplan Advice Team 8

Harvard Business Review

MARCH 9, 2011

We must go from a system geared toward enrollment to one designed around the goal of completion. Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF). in Providence, RI, and blogs regularly at It's Saul Connected.

Education 15

Education Kaplan Trends Learning-by-Doing 15

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

FEBRUARY 11, 2011

It's a goal that nearly every locale seems to have these days, but here there's a particular sense of urgency given the recent election of new mayors in both towns. Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF). BIF's annual Collaborative Innovation Summit BIF-7 , takes place Sept.

Innovation 15

Innovation Entrepreneur Kaplan Class 15

Harvard Business Review

SEPTEMBER 3, 2012

Never having played 18 holes of golf, in April 2010, McLaughlin quit his job as a commercial photographer to pursue a goal of becoming a top professional golfer through 10,000 hours of deliberate practice. One anecdotal example of how the S-curve model can help us better predict the future is the experience of golfer Dan McLaughlin.

Learning Curve 10

Learning Curve Market Penetration Disruptive Innovation Kaplan 10

Coaching Tip

FEBRUARY 15, 2012

When top executives compare their top priorities to their time use, "they are usually surprised about the mismatch," says Robert Steven Kaplan, a professor of management practice at Harvard Business School. However, true opportunities need to be the right fit in terms of our personal visions and goals. . You can have it all.

Execution 112

Execution Management Download Kaplan 112

First Friday Book Synopsis

MARCH 7, 2011

HBR’s Ten Must Reads on Strategy Various contributors Harvard Business Press (2011) How to create “a unique and valuable position” by deciding what to do…and not do This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until [.].

Review 85

Review Strategy Books Positioning 85

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. One of the team’s central findings is that TDABC cannot be delegated to the finance function.

Mayo 8

Mayo Health Care Committee Project 8

LDRLB

DECEMBER 28, 2012

Setting Effective Organizational Goals – Sean Conrad on why most organizations fail at goal-setting and how to avoid their fate. Ten Questions to Inspire Innovation – Soren Kaplan with ten questions that can be used to evoke more creative thinking. The following ten posts were our top read pieces written in 2012.

Strategy 158

Strategy Kaplan Innovation Wilde 158

LDRLB

OCTOBER 22, 2012

As study author Steve Kaplan puts it, “Persistent leaders don’t give up>” Never giving up is common with successful company leaders and business entrepreneurs. Make it your goal to be better each and every day, in some small way.” He told the Wall Street Journal: “Never stop improving.

Power 167

Power Kaplan Entrepreneur Learning-by-Doing 167

Mills Scofield

FEBRUARY 11, 2014

Sam Gilman and Andrew Kaplan , college juniors started Common Sense Action in 2012 with one chapter. Andrew Kaplan - Co-Founder and Chief Action Officer (CAO) Andrew is a junior at Brown University where he is pursuing a Bachelors Degree in Political Science and Literary Arts. What if our youth started to take government back?

Kaplan 194

Kaplan Policies Politics Chief Executive Officer 194