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 I. Discipline III.

System 98

System Balanced Scorecard Execution Strategy 98

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 I. Discipline III.

System 85

System Balanced Scorecard Execution Strategy 85

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Innovation innovation kaplan Leadership' Some leaders consciously acknowledge this fundamental paradox.

Innovation 114

Innovation Kaplan Short-term Long-term 114

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. What are the for-profit companies that could provide you with resources or revenue in return for positive press or promotion from working with you? And a very successful one at that.

Innovation 157

Innovation Strategy Business Model Kaplan 157

Great Leadership By Dan

AUGUST 15, 2011

They’re busy having meetings, doing power point presentations but making no improvements in the operation. They are wishy-washy and often flip flop on their position. 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.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future. Some leaders consciously acknowledge this fundamental paradox.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Strategy Driven

JULY 13, 2011

They don’t tell you how well the business is positioned for future growth and ROIC improvement. It took many years for the company to regain its lost position. Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62