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. MIT Sloan Management Review (Summer 2003). Harvard Business Review Press, 2011. Some leaders over plan and under execute. Of course some leaders do just the opposite. It depends.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

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

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

Harvard Business Review

OCTOBER 14, 2013

The University of Texas MD Anderson Cancer Center is seeking to reduce its cost structure by redesigning its health-care-delivery model to reflect the true costs of care (the early stages of the project were described in a 2011 Harvard Business Review article by Robert S. Kaplan and Michael E. Health Operations'

Health Care 8

Health Care Kaplan Porter Cost 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.” What are the types of things you’d like to get more experience in next year?

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. In essence, TSC is a data amalgamator, gathering the best peer-reviewed science on the lifecycle impacts and “material” environmental and social issues for a given product category.

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. 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.

Kaplan 14

Kaplan Short-term Career Long-term 14

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

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? Insight Center.

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. Insight Center.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. A review of his contributions, it turns out, provides a quick tour of several big ideas that practitioner-focused academics were consumed with in the relatively recent past.). That quality made him (arguably) the quintessential HBR author.

Management 9

Management Balanced Scorecard NPV Article 9

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

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