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

Harvard Business Review

OCTOBER 14, 2013

As we move forward we need to be mindful of two principles that must be at the heart of any fundamental health care reform: “no margin, no mission” and “if you can’t measure it, you can’t manage it.” Kaplan and Michael E. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Health Operations'

Health Care 8

Health Care Kaplan Porter Cost 8

Harvard Business Review

JULY 25, 2017

It offered far more movies than its smaller rivals, used computers to better manage that inventory, and designed its stores to be bright and family friendly. A company has an innovative idea, which for a while provides competitive advantage. Later on, a new innovator comes along and pushes it aside. Instead, he argues, the U.S.

Competitive Advantage 8

Competitive Advantage Kaplan Innovation Industry 8

Harvard Business Review

APRIL 2, 2013

The main criteria were that the speakers came from outside the industry, and would be able to tell stories (sort of like TED-talks) about how other companies went about innovation and reinvention. But the experience seems to have made him even more committed. As he says, "It's the right thing to do.".

Storytelling 8

Storytelling Kaplan Taylorism Taylor 8

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

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