Six Disciplines

OCTOBER 4, 2011

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. Kaplan and Dr. David P. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets. Discipline III. Align Systems ).

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

MARCH 21, 2011

Kaplan, one of the original creators of the Balanced Scorecard. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, or what most think of as "fighting fires.". Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

Leading Blog

JANUARY 10, 2018

Cast relates a conversation he had with Stuart Kaplan, the director of leadership recruiting at Google to make this point: As you progress [in your career], your relationship with others is more important than your knowledge of and relationship with data. In short, they lack interpersonal skills. I’ve got this.” Version 1.0.

Career 191

Career How To Kaplan Emotional Intelligence 191

Six Disciplines

OCTOBER 4, 2011

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. Kaplan and Dr. David P. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets. Discipline III. Align Systems ).

System 85

System Balanced Scorecard Execution Strategy 85

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'

Innovation 114

Innovation Kaplan Short-term Long-term 114

First Friday Book Synopsis

APRIL 15, 2011

Kaplan and David P. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S. Norton Harvard Business Press (2000) The Perilous “Journey&# to Breakthrough Performance Note: This is another “business classic” I read when it was first published and then recently re-read it.

Balanced Scorecard 89

Balanced Scorecard Norton Kaplan Strategy 89

LDRLB

DECEMBER 12, 2013

I put the word profit in quotes because New York-based Housing Works, which manages to do everything I just described, is technically a charity operation. Innovation business model innovation kaplan nonprofit' And now try to imagine doing all of that, and turning a “profit” too. But it acts an awful lot like a business.

Innovation 157

Innovation Strategy Business Model Kaplan 157

Mills Scofield

APRIL 27, 2014

You know how much I believe in serendipity & random collisions (a la Saul Kaplan !). He helped build the Asian operations of GETCO LLC, one of the worlds largest trading technology firms, listed on New York Stock Exchange today as KCG. Meet Samir Rath (bio below).

Wiseman 155

Wiseman Kaplan Open-book Engineering 155

The Practical Leader

MARCH 29, 2023

A similar study by The Economist Intelligence Unit of 343 business found “the firms that ‘slowed down to speed up’ improved their top and bottom lines, averaging 40% higher sales and 52% higher operating profits over a three-year period.”

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Great Leadership By Dan

AUGUST 15, 2011

They’re busy having meetings, doing power point presentations but making no improvements in the operation. Bibliography Kaplan, R.E. Some leaders over plan and under execute. Of course some leaders do just the opposite. Is there a “right” balance? It depends. and Kaiser, R.B. Developing Versatile Leaders.” Better Under Pressure.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

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

The Horizons Tracker

OCTOBER 30, 2019

As well as the shareholding, each startup is required to return 5% of their pre-tax profits to Zen after year 5 of operations. Each of the firms is a global leader in their niche, and the researchers set out to explore how they were able both to thrive and innovate, despite operating in largely homogeneous communities.

Incubator 49

Incubator Diversity Kaplan Objective 49

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. Kaplan and Norton point out that customer satisfaction, internal business processes, learning, and revenue growth are important drivers of long-term performance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Deming Institute

AUGUST 31, 2017

Kaplan, and Relevance Regained , focused on improving the information available to management accountants. Johnson therefore recommends that management view financial results as the outcomes of operations that behave according to the principles that govern a natural living system. His books Relevance Lost , coauthored with Robert S.

Management 28

Management Kaplan Activity Based Costing Deming 28

Strategy Driven

MAY 13, 2011

He also served as President of Kaplan College, a division of Kaplan Inc., In a previous role as President of Ziff-Davis Education (now called Element K), Bill oversaw the leading supplier of computer training products worldwide and supervised the operations of ZD University, the leading web-based computer skills site.

Kaplan 68

Kaplan Audience Chief Executive Officer Seminar 68

Harvard Business Review

OCTOBER 26, 2017

Each innovation brings lessons that inform ongoing operations. For example, Gary Kaplan, president of XL Catlin’s North American Construction insurance, got his division started by formulating some major strategic goals. The organization becomes a perpetual motion machine.

Management 8

Management Kaplan Short-term Innovation 8

Strategy Driven

NOVEMBER 26, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., In a previous role as President of Ziff-Davis Education (now called Element K), Bill oversaw the leading supplier of computer training products worldwide and supervised the operations of ZD University, the leading web-based computer skills site.

Library 70

Library Kaplan Newsletter Audience 70

Strategy Driven

NOVEMBER 21, 2011

He also served as President of Kaplan College, a division of Kaplan Inc., In a previous role as President of Ziff-Davis Education (now called Element K), Bill oversaw the leading supplier of computer training products worldwide and supervised the operations of ZD University, the leading web-based computer skills site.

Power 56

Power Audience Kaplan Short-term 56

Strategy Driven

NOVEMBER 19, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., In a previous role as President of Ziff-Davis Education (now called Element K), Bill oversaw the leading supplier of computer training products worldwide and supervised the operations of ZD University, the leading web-based computer skills site.

Planning 50

Planning Audience Succession Library 50

Harvard Business Review

OCTOBER 14, 2013

Kaplan and Michael E. The results are often surprising; for example in the pilot project described in Kaplan’s and Porter’s 2011 HBR article , one finding was that most providers’ existing cost systems underestimate the cost of new patient evaluation services by 15% to 20%. Health Operations'

Health Care 8

Health Care Kaplan Porter Cost 8

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

FEBRUARY 24, 2015

” For the first time, a major retailer is giving prominent shelf space — albeit virtual — to companies operating in a better way. Rob Kaplan, Director of Sustainability at Walmart, gave an example of this important difference using electronics. And third, being best-in-class is not the same as being sustainable.

Productivity 8

Productivity Products Supply Chain Kaplan 8

Harvard Business Review

SEPTEMBER 13, 2017

” Robert Kaplan, author of What You’re Really Meant to Do , states that “numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.” ” Know when it’s time to help someone move on.

Servant Leader 8

Servant Leader Greenleaf How To 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. So how about you?

Kaplan 14

Kaplan Short-term Career Long-term 14

Harvard Business Review

JULY 25, 2017

As Zingales’s University of Chicago colleague Steven Kaplan wrote in a separate paper , Facebook and its fellow tech giants “used market forces to their advantage, are profitable as a result, and certainly now enjoy some market power. But they didn’t attain that position through crony capitalism.

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.

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

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

DECEMBER 20, 2011

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. And Jared Kaplan, a music buff from the technology department, volunteered to DJ the evening.

Power 14

Power Hedge Chief Operating Officer Kaplan 14

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. 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. That quality made him (arguably) the quintessential HBR author.

Management 9

Management Balanced Scorecard NPV Article 9

LDRLB

NOVEMBER 14, 2012

Many have allocated personal innovation and “pet project” time to break up the normal thinking grooves, or instituted downtime as standard operating policy. Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs.

Kaplan 163

Kaplan Policies Constraint Innovation 163

Harvard Business Review

AUGUST 4, 2014

Pepsi Refresh failed because it had no relevance to the brand’s operations or heritage. Its founder, Saul Kaplan , is a self-professed innovation junkie. Given AmEx’s operations, consumer base, and resources, it’s well positioned to do so. But consider the example of American Express and its long-running Open Forum initiative.

Media 8

Media Marketing Strategy Groupthink Kaplan 8