Let's Grow Leaders

MAY 19, 2023

But experiential intelligence is another vital way of looking at what we know, the mindsets that shape our actions, abilities, and skills 8:03 – Why and how to understand the automatic pilot that has helped us survive, but might not best serve us or our leadership today. 41:09 – Examples of experiential intelligence in practice.

Kaplan 266

Kaplan Emotional Intelligence Library Learning-by-Doing 266

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. Innovation today is as much about how you deliver value as it is about what it is you offer to the market. The other domain is leadership.

Innovation 114

Innovation Kaplan Short-term Long-term 114

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. Innovation today is as much about how you deliver value as it is about what it is you offer to the market. The other domain is leadership.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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. Each Mayo Clinic value-improvement project must: gain senior leadership support, including an approved charter.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin stresses the importance of rigorous experiments (years before experimentation became the rallying cry for a new generation of innovators); thoughtful problem definition; and smart, well-designed metrics.

Management 9

Management Balanced Scorecard NPV Article 9

LDRLB

NOVEMBER 14, 2012

Great business leaders know that strategy and innovation is as much about what we don’t do as it is about what do end up doing. The Laws of Subtraction brings these rules to life through engaging personal stories, anecdotes from innovative companies and an emphasis on Zen aesthetic principles of design.

Kaplan 163

Kaplan Policies Constraint Innovation 163