LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. And besides, they say, there are too many operational challenges requiring attention so they don’t have the “luxury” to think long-term. Innovation innovation kaplan Leadership' Provide an innovation vision – Create a vision for innovation.

Innovation 114

Innovation Kaplan Short-term Long-term 114

Strategy Driven

JULY 13, 2011

We talked extensively in this book about how accounting profits or profit growth as a sole performance metric doesn’t lead to value creation. This is what we call a business’s health , and related metrics explain how financial results were achieved and provide causal insights into future performance potential.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. And besides, they say, there are too many operational challenges requiring attention so they don’t have the “luxury” to think long-term. I’ve heard many leaders lament that they just don’t have the time or resources to focus on the future.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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

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

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