The Horizons Tracker

JANUARY 30, 2020

Despite this, there is a growing desire for corporations to be better stakeholders, with Wharton’s Sarah Kaplan outlining as much in her latest book, The 360° Corporation. Whereas the British Academy report seems to wish away the hard choices and trade offs companies must make, Kaplan’s book places them front and center.

Kaplan 65

Kaplan Report Metrics Loyalty 65

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

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., the well-known test preparation company, where he developed and launched the online college that offers Associates and Bachelors degrees and certificates in Business, Information Technology, Nursing, and Law.

Library 70

Library Kaplan Newsletter Audience 70

Strategy Driven

MAY 13, 2011

He also served as President of Kaplan College, a division of Kaplan Inc., the well-known test preparation company, where he developed and launched the online college that offers Associates and Bachelors degrees and certificates in Business, Information Technology, Nursing, and Law.

Kaplan 65

Kaplan Audience Chief Executive Officer Seminar 65

Strategy Driven

NOVEMBER 19, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., the well-known test preparation company, where he developed and launched the online college that offers Associates and Bachelors degrees and certificates in Business, Information Technology, Nursing, and Law.

Planning 50

Planning Audience Succession Library 50

Strategy Driven

NOVEMBER 21, 2011

Addressing a managers meeting, Brian Halla, CEO of National Semiconductor Corp., Listening with their full attention, the audience members heard Mr. Halla talk about his concern about the economy, then lead to the need for managers to look for near-term opportunities for growth. a K-12 education publisher focusing on mathematics.

Power 56

Power Audience Kaplan Short-term 56

Harvard Business Review

DECEMBER 20, 2011

James Serafino, in facilities management, handled the framing and hanging. William Porcelli, in technology, set up the online submission and voting process. And Jared Kaplan, a music buff from the technology department, volunteered to DJ the evening. This wasn't just about art on the walls anymore.

Power 16

Power Hedge Chief Operating Officer Kaplan 16

Harvard Business Review

SEPTEMBER 28, 2015

Benjamin Graham , the father of value investing, seldom met the managers of the companies he invested in because he felt they would tell him only what they wished him to hear and because he didn’t want to be influenced by impressions of personality. So is there something different about the managers who do succeed?

Stage-Gate 8

Stage-Gate Kaplan Intangible Assets Competitive Advantage 8

Harvard Business Review

NOVEMBER 29, 2010

Say that in a roomful of managers, and you get nervous laughter. Hitler's human extermination empire was quite new in its scope, organization, and technology. Created by Robert Kaplan and David Norton in the 1990s, this system for assessing organizational performance builds on, but goes way beyond, traditional accounting methods.

Creative Accounting 15

Creative Accounting Creativity GAAP Balanced Scorecard 15

Harvard Business Review

MARCH 30, 2016

Intelligent technologies are increasingly delivering greater value for less money. Effective executives understand the productivity and customer loyalty future depends as much on motivating and managing their machines as inspiring their people. They learn fast, work hard, and certainly complain less.

Review 8

Review Kaplan Kaizen Performance Review 8

Harvard Business Review

SEPTEMBER 3, 2012

According to the theory of the diffusion of innovations — an attempt to understand how, why and at what rate ideas and technology spread throughout cultures — diffusion or adoption is relatively slow at the outset until a tipping point is reached. Let's do a quick review.

Learning Curve 14

Learning Curve Market Penetration Disruptive Innovation Kaplan 14

Harvard Business Review

APRIL 2, 2013

Over the last few years, Dirk began to realize that the business model for wholesale distribution was dramatically changing as manufacturers increasingly sell direct to consumers, and large firms like Amazon and Grainger use their technology and scale to squeeze out the traditional middlemen.

Storytelling 10

Storytelling Kaplan Taylorism Taylor 10

Harvard Business Review

JULY 25, 2017

It offered far more movies than its smaller rivals, used computers to better manage that inventory, and designed its stores to be bright and family friendly. Big companies are making lots of money, not investing all that much, and yet somehow managing to fend off newer challengers. Take Facebook as an example.

Competitive Advantage 8

Competitive Advantage Kaplan Innovation Industry 8