LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? Innovation innovation kaplan Leadership' Some leaders consciously acknowledge this fundamental paradox.

Innovation 114

Innovation Kaplan Short-term Long-term 114

The Practical Leader

MARCH 29, 2023

Gallen in Switzerland, and Jochen Menges, lecturer in human resources and organizations at the University of Cambridge’s Judge Business School. Author Adam Waytz is a psychologist and the Morris and Alice Kaplan Chair in Ethics and Decision Management at the Kellogg School of Management at Northwestern University.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

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. ” The organization has built prestigious brands for its other moneymaking enterprises as well. Measure your organization like a business.

Innovation 157

Innovation Strategy Business Model Kaplan 157

Great Leadership By Dan

AUGUST 15, 2011

In a similar way, seasoned leaders know what it takes to help people and organizations achieve their potential. They’re busy having meetings, doing power point presentations but making no improvements in the operation. Bibliography Kaplan, R.E. They have a balanced approach in areas like the following: 1. It depends.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? Some leaders consciously acknowledge this fundamental paradox. Provide an innovation vision – Create a vision for innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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. Numerous organizations have subsequently advocated and implemented the balanced scorecard idea.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Strategy Driven

MAY 13, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Communispond can help you grow your leaders, increase your sales, and build communication expertise throughout your organization. He also served as President of Kaplan College, a division of Kaplan Inc.,

Kaplan 68

Kaplan Audience Chief Executive Officer Seminar 68

Deming Institute

AUGUST 31, 2017

Kaplan, and Relevance Regained , focused on improving the information available to management accountants. He proposes that business and economic organizations should be viewed as natural living systems, with all that this view implies for financial management. His books Relevance Lost , coauthored with Robert S. Deming’s seminars.

Management 28

Management Kaplan Activity Based Costing Deming 28

Strategy Driven

NOVEMBER 26, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. He also served as President of Kaplan College, a division of Kaplan Inc.,

Library 70

Library Kaplan Newsletter Audience 70

Harvard Business Review

OCTOBER 26, 2017

Each innovation brings lessons that inform ongoing operations. The organization becomes a perpetual motion machine. Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level.

Management 8

Management Kaplan Short-term Innovation 8

Strategy Driven

NOVEMBER 19, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Can the organizers of the meeting give you some insight into the group?

Planning 50

Planning Audience Succession Library 50

Strategy Driven

NOVEMBER 21, 2011

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Communispond can help you grow your leaders, increase your sales, and build communication expertise throughout your organization. He also served as President of Kaplan College, a division of Kaplan Inc.,

Power 56

Power Audience Kaplan Short-term 56

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

Call me Scrooge, but when I hear the phrase "strengths-based" organization, I find myself cringing. The idea that organizations ought to focus on developing the strengths of their employees rather than trying to help them fix their weaknesses was introduced and popularized by the consulting firm Gallup.

Kaplan 15

Kaplan Maslow Learning-by-Doing Positioning 15

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.” Prioritize work at the intersection of passion and contribution.

Servant Leader 8

Servant Leader Greenleaf How To Kaplan 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. The organization now has guidelines and data on over 100 product categories from bread, books, and computers to clothing, TVs, and toys.

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. They deliver growth and development opportunities that increase people's skills and enhance their value in the marketplace — a big win for both the organization and the individual.

Kaplan 14

Kaplan Short-term Career Long-term 14

Harvard Business Review

APRIL 2, 2013

According to several CEOs who I've worked with, this is the most significant cultural and business challenge that they see in their organizations. So perhaps it's time to try a modest experiment: Identify one possible improvement in your organization.

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

In the last six years, a Harvard Business School team has worked with dozens of health care organizations to help them understand the true costs of their treatments for many medical conditions. 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. “The Processes of Organization and Management” (1998) explains why Garvin and others had grown so interested in using processes as a window into general management. But the main contribution of “Is Yours a Learning Organization?”

Management 9

Management Balanced Scorecard NPV Article 9

LDRLB

NOVEMBER 14, 2012

Most leaders and organizations continually seek out new strategies, processes, and tools. Many have allocated personal innovation and “pet project” time to break up the normal thinking grooves, or instituted downtime as standard operating policy. But how often do we step back and ask, what should we remove, eliminate, or simplify?

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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. Now consider the Business Innovation Factory (BIF) , an organization that seeks to bring cutting edge innovation techniques to social initiatives, many of which are similar to those Pepsi Refresh sought to promote.

Media 8

Media Marketing Strategy Groupthink Kaplan 8