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. From the Editors of Harvard Business Review and the New England Journal of Medicine. Health Operations'

Health Care 8

Health Care Kaplan Porter Cost 8

Harvard Business Review

FEBRUARY 24, 2015

” For the first time, a major retailer is giving prominent shelf space — albeit virtual — to companies operating in a better way. In essence, TSC is a data amalgamator, gathering the best peer-reviewed science on the lifecycle impacts and “material” environmental and social issues for a given product category.

Productivity 8

Productivity Products Supply Chain 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. 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.

Kaplan 14

Kaplan Short-term Career Long-term 14

Harvard Business Review

SEPTEMBER 20, 2012

Instead, narrowing attention to the preferred aspects of ourselves vastly oversimplifies who we are, what stands in our way, and what it takes to operate at our best. 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

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. Big companies are making lots of money, not investing all that much, and yet somehow managing to fend off newer challengers.

Competitive Advantage 8

Competitive Advantage Kaplan Innovation Industry 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

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.

Storytelling 8

Storytelling Kaplan Taylorism Taylor 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

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. Insight Center.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

DECEMBER 20, 2011

James Serafino, in facilities management, handled the framing and hanging. Shemeka Flores, an assistant with a penchant for event planning, handled the wine, cheese, other food, and decorations with input from Rob Aurigema, the chief operating officer and a wine connoisseur.

Power 14

Power Hedge Chief Operating Officer Kaplan 14