First Friday Book Synopsis

SEPTEMBER 8, 2013

Fear Your Strengths: What You Are Best at Could Be Your Biggest Problem Robert Kaplan and Robert Kaiser Berrett-Koehler Publishers (2013) Actually, what we should fear are complacency and self-satisfaction as well as the assumption that “just good enough” really is. As I began to read this book, I was reminded of the title of […].

Kaplan 85

Kaplan Greenleaf Collins Books 85

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 II.

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 II.

System 85

System Balanced Scorecard Execution Strategy 85

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?

Kaplan 163

Kaplan Policies Constraint Innovation 163

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. Open up to surprise – innovation leadership is about living with uncertainty and using ambiguity as a tool to find clarity and direction.

Innovation 114

Innovation Kaplan Short-term Long-term 114

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. Open up to surprise – innovation leadership is about living with uncertainty and using ambiguity as a tool to find clarity and direction.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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