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(0)Robert S. Kaplan
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More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.
Now,...
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In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.
It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building...
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The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case...
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Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.
Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced...
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The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard -- financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In...
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Successful leaders know that leadership is less often about having all the answers-and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization's effectiveness.
In What to Ask the Person in the Mirror, leadership expert Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems,...
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WHAT MAKES A LEADER? CAN YOU REALLY LEARN TO LEAD? You might believe that leaders are born, not made. Perhaps you think that you need to hold an important job to be a leader-that you need permission to lead. Leadership is one of the most important aspects of our society. Yet there is enormous disagreement and confusion about what leadership means and whether it can really be learned. As Harvard Business School professor Robert Steven Kaplan explains...
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La autoconciencia es el componente más importante de la inteligencia emocional e implica tener un conocimiento profundo de nuestras emociones, fortalezas, debilidades, necesidades e impulsos. Pero no serás capaz de conseguir una autoconciencia plena empleando únicamente la retroalimentación y autorre?exión habituales. Este libro te enseñará a comprender tus pensamientos y emociones, a persuadir a tus colegas para que compartan lo que realmente...
9) HBR's 10 Must Reads 2018: The Definitive Management Ideas of the Year from Harvard Business Review
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A year's worth of management wisdom, all in one place.
We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Daniel Kahneman and company examples from P&G to Adobe, this volume brings the most current and important management conversations to your fingertips.
This book...
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Is your business playing it safe-or taking the right risks?
If you read nothing else on managing risk, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company make smart decisions and thrive, even when the future is unclear.
This book will inspire you to:
• Avoid the most common errors in risk management
• Understand the three distinct categories of...
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Keep shareholders happy and manage for the long term. Earning a board seat is a rite of passage. But directors must juggle many responsibilities, from steering company strategy, managing risk, and appointing leaders to setting the right incentives, meeting shareholder expectations, and dealing with activist investors. How do you balance it all? If you read nothing else on boards, read these 10 articles by experts in the field. We've combed through...