Great Leadership By Dan

AUGUST 15, 2011

Here's a guest post by Paul Thornton, a Great Leadership regular: To produce healthy plants it takes the right amount of water, sunlight, fertilizer, and care. They’re busy having meetings, doing power point presentations but making no improvements in the operation. Bibliography Kaplan, R.E. Is there a “right” balance?

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

The Practical Leader

MARCH 29, 2023

“The Acceleration Trap” is a major problem I’ve cited often from a classic series of Harvard Business Review articles by Heike Bruch, professor of leadership at the University of St. Time to Assess How Your Team Uses Time We often work with leadership teams on their use of individual and collective time.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. The other domain is leadership. Leadership used to be all about purpose, vision, mission, motivation and communication. Role model these things every day.

Innovation 113

Innovation Kaplan Short-term Long-term 113

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 Organization 89

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. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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 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

Leading Blog

NOVEMBER 2, 2020

But then as now, there is no greater attribute for a ruler than humility built on an accurate assessment of his own limits, from which the finest cunning emerges.” — Robert Kaplan, Warrior Politics. “In You have to have a team and operate as a team, and any corporation would have a training program to acculturate people.

Bureaucracy 301

Bureaucracy Kaplan Drucker Politics 301

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. Each Mayo Clinic value-improvement project must: gain senior leadership support, including an approved charter.

Mayo 8

Mayo Health Care Committee Project 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.” Developing others toward their passions requires a mindset shift.

Servant Leader 8

Servant Leader Greenleaf How To Kaplan 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. A follow-up article, coauthored with Amy Edmondson and Francesca Gino, delved more deeply into such issues as psychological safety, openness to new ideas, and leadership attention. Great leadership is extraordinarily difficult.

Management 9

Management Balanced Scorecard NPV Article 9

LDRLB

NOVEMBER 14, 2012

The implications are vast – from leadership to innovation to product design to personal lifestyle design. Many have allocated personal innovation and “pet project” time to break up the normal thinking grooves, or instituted downtime as standard operating policy. Forget about “less being more”.

Kaplan 163

Kaplan Policies Constraint Innovation 163