First Friday Book Synopsis

FEBRUARY 1, 2012

Harvard Business Review on Aligning Technology with Strategy Various Contributors Harvard Business Review Press (2011) How and why technology should support your organization’s strategy…not the other way around This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.

Review 80

Review Technology Strategy Books 80

First Friday Book Synopsis

MAY 19, 2013

Eric Schmidt on "Disruptive technologies" HBR HBR’s 10 Must Reads on Strategic Marketing How to Listen When Someone Is Venting John Butman Management Tip of the Day Margaret Heffernan Mark Goulston Mark Kaplan Mason Donovan McKinsey & Company McKinsey Publishing Michael D.

McKinsey 80

McKinsey Blog Kaplan Charisma 80

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Whereas innovation used to be all about research & development, technology, and product or service innovation, what’s required for innovation today goes far beyond the traditional nuts and bolts. This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Six Disciplines

APRIL 27, 2011

” (David Daniels, Business & Technology Reinvention). “The approach is current and I love that it ties technology and systems with strategy. ” (David Daniels, Business & Technology Reinvention). Skip Angel, Random Thoughts of a CTO). Gary Harpst is the direct opposite.”

CTO 101

CTO Books Balanced Scorecard Norton 101

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 68

Kaplan Report Metrics Loyalty 68

Strategy Driven

JULY 13, 2011

Some examples include new technologies, changes in customer preferences, new ways of serving customers, and disruptive threats. 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

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 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

NOVEMBER 21, 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.

Power 56

Power Audience Kaplan Short-term 56

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

Harvard Business Review

DECEMBER 20, 2011

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.

Power 16

Power Hedge Chief Operating Officer Kaplan 16

Harvard Business Review

APRIL 19, 2011

New players are rapidly emerging, enabled by disruptive technology, refusing to play by industrial era rules. Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF). Business models were safely assumed and taken for granted. That won't work in the 21st century when all bets are off.

Business Model 16

Business Model Kaplan Finance Health Care 16

Harvard Business Review

NOVEMBER 29, 2010

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. And it quite effectively served its murderous goal.

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. “This goes to the heart of intelligent systems design,” asserts Jerry Kaplan, author of Humans Need Not Apply. Smart, quasi-autonomous robots and machines are replacing humans in workplaces all over the world.

Review 8

Review Kaplan Kaizen Performance Review 8

Harvard Business Review

AUGUST 9, 2018

Many of these nonprofits use technology, but the way they transform perceived weaknesses into strengths — nonprofit judo — can inspire any social venture. Consider TalkingPoints, a nonprofit with a mission to increase student achievement by meaningfully connecting teachers and families through mobile technology.

Strategy 14

Strategy Market Segmentation Crisis Entrepreneur 14

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

SEPTEMBER 28, 2015

In some cases, companies’ moats have enabled them to survive multiple technology disruptions and industry shifts over time, making their founders some of richest people in the world: think Bill Gates, Carlos Slim, Amancio Ortega, and Larry Ellison. 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

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

Firms are failing faster than they used to , for instance, and there is substantial evidence that the gap between winning and losing firms is partly driven by technology adoption. Firms concentrate on what they’re good at, adopt new technology, and deliver products and services more efficiently. Take Facebook as an example.

Competitive Advantage 9

Competitive Advantage Kaplan Innovation Industry 9

Harvard Business Review

OCTOBER 13, 2015

But, as Michael Porter and Robert Kaplan of Harvard Business School have argued , we need to examine costs at a more granular level at which clinical outcomes are matched with the business and administrative processes. These trends likely result in market-share gains for providers that deliver high quality at lower costs.

Health Care 8

Health Care Insurance Price Cost 8

Harvard Business Review

AUGUST 4, 2014

The web did not invent community-driven brands – just think of Harley Davidson — but technology has surely made the strategy more popular. Its founder, Saul Kaplan , is a self-professed innovation junkie. While digital technology can empower social initiatives, they are essentially human endeavors.

Media 10

Media Marketing Strategy Groupthink Kaplan 10