Six Disciplines

APRIL 27, 2011

” (Sam Decker, Decker Marketing). “However, the power of this book is in how it integrates these time tested, common sense ideas into a useful whole.” Skip Angel, Random Thoughts of a CTO). ” (Gary Whitehair, High Performance Business). “But the book doesn't stop there!

CTO 101

CTO Books Balanced Scorecard Norton 101

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. He also served as President of Kaplan College, a division of Kaplan Inc.,

Kaplan 67

Kaplan Audience Chief Executive Officer Seminar 67

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

Strategy #3: Test the Waters with Your Pinky Toe – Research from the University of Virginia shows that entrepreneurs get their ideas out into market as quickly as possible (even if they’re not perfect), test them, and change their fundamental assumptions as needed. What do we know deep down to be true that data can’t tell us?

Strategy 160

Strategy Leadership Innovation Uncertainty 160

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

MARCH 30, 2016

. “This goes to the heart of intelligent systems design,” asserts Jerry Kaplan, author of Humans Need Not Apply. ” Kaplan, a longtime Silicon Valley serial entrepreneur and investor, flatly dismisses efforts to humanize or “managerialize” smart machines as “excessive and gratuitous anthropomorphism.”

Review 8

Review Kaplan Performance Review Kaizen 8

Harvard Business Review

JULY 25, 2017

economy may be succumbing to what he calls “the Medici cycle,” named for the powerful family of medieval Florence. Their motto — or at least the motto often attributed to them — was “Money to get power. Power to protect money.” In other words, the problem here is not temporary market power.

Competitive Advantage 8

Competitive Advantage Kaplan Innovation Industry 8

Harvard Business Review

AUGUST 9, 2018

This unwavering focus on an underserved market segment, even when there are others who could benefit from the nonprofit’s programs, drives all aspects of the organization’s strategy, pushing successful nonprofits to design the best solutions for that customer’s situation. Marketing: Forge aligned partnerships.

Strategy 11

Strategy Market Segmentation Crisis Entrepreneur 11

Harvard Business Review

FEBRUARY 24, 2015

Rob Kaplan, Director of Sustainability at Walmart, gave an example of this important difference using electronics. Walmart’s Kaplan points out that the last two specialty stores the company tried, “made in the USA” and “women owned” both started online and moved into the real world.

Productivity 8

Productivity Products Supply Chain Kaplan 8

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. Wanting her team to feel valued, she led by consensus.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

DECEMBER 6, 2013

Back when the band was at the height of its powers, Bill Graham, the legendary rock promoter, was asked why the Grateful Dead were so successful. Organizations that do something genuinely creative, he says, are “market makers”—they create a one-of-a-kind presence, a unique offering, unlike what anyone else can do.

Innovation 12

Innovation Kaplan Insurance Business Model 12

Harvard Business Review

SEPTEMBER 3, 2012

Our view of the world is powered by personal algorithms: observing how all of the component pieces (and people) that make up our personal social system interact, and looking for patterns to predict what will happen next. Then you enter hypergrowth, which typically happens somewhere between 10-15% of market penetration.

Learning Curve 10

Learning Curve Market Penetration Disruptive Innovation Kaplan 10

Harvard Business Review

APRIL 8, 2015

It only took me about three seconds to decide what to wear on the first day in my new gig as strategy director at Genuine Interactive, a digital marketing agency (jeans and a wrinkled linen shirt, duh). Deciding what books to take was a bit trickier.

Forrester 8

Forrester Kaplan Advice Team 8

LDRLB

FEBRUARY 11, 2013

Cook dismissed his own market data for over a year. This initial surprise led to an even bigger one: the market for small-business-accounting software was ripe for the taking. Three months after launching the small-business-accounting program, Intuit captured almost 70 percent of the market.

Uncertainty 164

Uncertainty Meyer How To Disruptive Innovation 164

Harvard Business Review

SEPTEMBER 2, 2015

The team was charged with conceiving of all aspects of the new product’s design, packaging, marketing, and distribution strategy. This product was vital to Jim’s company, because the market share of several of its core products was eroding, and senior executives urgently needed to find new avenues for growth. Adapted from.

Project 8

Project Advice Learning-by-Doing Productivity 8

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. They then developed a “success” ranking by comparing their investor’s expectations to the actually performance. ” Donald Trump.

Power 167

Power Kaplan Entrepreneur Learning-by-Doing 167

Harvard Business Review

JULY 18, 2016

Firms do market research consulting customers, but don’t put them on the board. We’ve indeed seen a substantial increase in shareholder power. Even if boards only cared about maximizing shareholder value, they should be consulting with employees and looking for ways to keep them happy. And things are being done.

CEO 8

CEO Golden Parachute Politics Short-term 8