A Powerful New Approach to Performance Management from the Creators of the Balanced Scorecard In Today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. Now, 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 studies-including Mobil, CIGNA, Nova Scotia Power, and AT and T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their ground-breaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era.
Harvard Business School professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career.
Your start-up menu for super-charged culture change There′s an invisible thread woven through your school that defines everything from dress codes to student success. It′s your school culture, and reshaping it will yield highly visible improvements for teachers and students. Leslie Kaplan and William Owings guide you in improving leadership, teaching, learning, confidence, and trust throughout your school. Culture Re-Boot reframes school culture to include organizational learning, relational trust, accountability, program improvement, and teacher effectiveness while showing you how to: • Be the transformational leader your school needs to reinvigorate your school culture • Establish a student-centered learning culture focused on student outcomes • Engage teachers in culture-focused leadership teams that support teacher and student learning • Get parents and community on-board to collaborate for student achievement • Connect professional development and school culture for maximum results Packed with hands-on culture re-boot activities to help school leaders and faculty revitalize their school′s values and practices, this practical handbook for school improvement will energize your school′s culture and build the capacity to help all students succeed. "Ever since Seymour Sarason wrote his seminal book on The Culture of Schools and the Problem of Change, we have known that ′culture′ is at the heart of all organizational performance. But reformers keep forgetting this key fact. Kaplan and Owings′ book changes all that. Now in one place you can find everything you need to know to ′re-boot′ you own school′s culture." —Michael Fullan, Author of Motion Leadership "As a principal focused on student achievement and school climate, I am excited to begin using these strategies and discussions to drive our conversations to a deeper and more meaningful level. The combination of school culture, professional learning community, and teacher/community leadership provides a compelling and unique exploration of real methods to sustain student achievement and school improvement." —William Richard Hall, Jr., Principal R. C. Longan Elementary School, Henrico, VA
The authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. Drawing on extensive research and detailed case studies from a broad array of industries, they present a systematic framework for achieving the financial results promised by your strategy.
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 Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy. Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.
Here is the book - by the recognized architects of the Balanced Scorecard - that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives. The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard. The Balanced Scorecard provides the management system for companies to invest in the long term - in customers, in employees, in new product development, and in systems - rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.
The authors of "The Balanced Scorecard" and "The Strategy-Focused Organization" present a blueprint any organization can follow to align processes, people, and information technology for superior performance.
Of all of the Founding Fathers of the American republic none, with the possible exception of Thomas Jefferson, has evoked more passions and aroused more controversy than Alexander Hamilton. In this absorbing new biography, eminent historian Lawrence Kaplan examines Hamilton's conception of America's role in the world and the foreign policies that followed from his vision. Kaplan looks at how Hamilton acted upon his views in shaping the course of American foreign relations. The author provides a focused, accessible biography of Hamilton and a nuanced assessment of his impact on Federalist Era foreign policy. In the Jefferson-Jackson era Hamilton's persona as an elitist urban aristocrat condemned him as an enemy of an expanding democratic America-an Anglophile at a time when Great Britain was the major adversary. Such was his reputation as an enemy of the common man that his deep-seated opposition to the institution of slavery won little recognition from northern abolitionists. This book will fascinate readers with its insights into Hamilton and the formative years of the United States of America.
In the classroom, ABC looks like a great way to manage a company’s resources. But many executives who have tried to implement ABC on a large scale in their organizations have found the approach limiting and frustrating. Why? The employee surveys that companies used to estimate resources required for business activities proved too time-consuming, expensive, and irritating to employees. This book shows you how to implement time-driven activity-based costing (TDABC), an easier and more powerful way to implement ABC. You can now estimate directly the resource demands imposed by each business transaction, product, or customer. The payoff? You spend less time and money obtaining and maintaining TDABC data—and more time addressing problems that TDABC reveals, such as inefficient processes, unprofitable products and customers, and excess capacity. The authors also show how to use TDABC to link strategic planning to operational budgeting, to enhance the due diligence process for mergers and acquisitions, and to support continuous improvement activities such as lean management and benchmarking. In presenting their model, the authors define the two questions required to build TDABC: 1) How much does it cost per time unit to supply resource capacity for each business process? 2) How much resource capacity (time) is required to perform work for a company’s many transactions, products, and customers? The book demonstrates how to develop simple, valid answers to these two questions. Kaplan and Anderson illustrate the TDABC approach with a wealth of case studies, in diverse settings, based on actual implementations.
The creation of the North Atlantic Treaty Organization was one of the most important accomplishments of American diplomacy in countering the Soviet threat during the early days of the Cold War. Why and how such a reversal of a 150-year nonalignment policy by the United States was brought about, and how the goals of the treaty became a reality, are questions addressed here by a leading scholar of NATO. The importance of restoring Europe to strength and stability in the post-World War II years was as obvious to America as to its allies, but the means of achieving that goal were far from clear. The problem for European statesmen was how to secure much- needed American economic and military aid without sacrificing political independence. For American policymakers, in contrast, a degree of American control was seen as an essential quid pro quo. As Mr. Kaplan shows, the lengthy negotiations of 1947 and 1948 were chiefly concerned with reconciling these opposing views. For the Truman administration, the difficulties of achieving a treaty acceptable to the allies were matched by those of winning its acceptance by Congress and the public. Many Americans saw such an "entangling alliance" as a threat not only to American security but to the viability of the United Nations. Mr. Kaplan demonstrates the tortuous course of the debate on the treaty and the pivotal role of the communist invasion of South Korea in its ultimate approval. This authoritative study offers a timely reevaluation of the origins of an alliance that continues to play a critical role in the balance of power and in the prospects for world peace.
This compelling history brings to life the watershed year of 1948, when the United States reversed its long-standing position of political and military isolation from Europe and agreed to an "entangling alliance" with ten European nations. Not since 1800, when the United States ended its alliance with France, had the nation made such a commitment. The historic North Atlantic Treaty was signed on April 4, 1949, but the often-contentious negotiations stretched throughout the preceding year. Lawrence S. Kaplan, the leading historian of NATO, traces the tortuous and dramatic process, which struggled to reconcile the conflicting concerns on the part of the future partners. Although the allies could agree on the need to cope with the threat of Soviet-led Communism and on the vital importance of an American association with a unified Europe, they differed over the means of achieving these ends. The United States had to contend with domestic isolationist suspicions of Old World intentions, the military's worries about over extension of the nation's resources, and the apparent incompatibility of the projected treaty with the UN charter. For their part, Europeans had to be convinced that American demands to abandon their traditions would provide the sense of security that economic and political recovery from World War II required. Kaplan brings to life the colorful diplomats and politicians arrayed on both sides of the debate. The end result was a remarkably durable treaty and alliance that has linked the fortunes of America and Europe for over fifty years. Despite differences that have persisted and occasionally flared over the past fifty years, NATO continues to bind America and Europe in the twenty-first century. Kaplan's detailed and lively account draws on a wealth of primary sources--newspapers, memoirs, and diplomatic documents--to illuminate how the United States came to assume international obligations it had scrupulously avoided for the previous 150 years.
Written over a thirty-year period, the essays included in this volume develop one central theme: the completion of American isolationism in the formative years of the nation. Isolationism, in Kaplan's view, is not to be taken as economic or cultural independence but as abstention from political or military obligations to Europe, from alliances or from purposeful entanglement in the European balance of power. This study focuses on the assertion that Thomas Jefferson was central to the making of American foreign policy from the Revolution to 1803. But Kaplan's view is not always supportive of Jefferson. In fact, Kaplan believes the collection has a "Hamiltonian flavor," although he does not necessarily consider himself a Hamiltonian either. Kaplan is critical of Jefferson and points clearly to the error of his belief that France could be a counterweight to British power. In the short run Hamilton appears more realistic, but in the long run Jefferson's vision for the country proved wiser and sounder.
Focuses on Thomas Jefferson's role as a maker of foreign policy. This biography explores how the concept of the United States' westward expansion worked as the moving force in forming Jefferson's judgments and actions in foreign relations.
Cost and Effect is written for the general manager, and explains activity-based costing systems. It focuses on creating integrated, knowledge-based systems that provide managers with meaningful information, not just data.
The United States has looked inward throughout most of its history, preferring to avoid "foreign entanglements," as George Washington famously advised. After World War II, however, Americans became more inclined to break with the past and take a prominent place on the world stage. Much has been written about the influential figures who stood at the center of this transformation, but remarkably little attention has been paid to Arthur H. Vandenberg (1884--1951), who played a crucial role in moving the nation from its isolationist past to an internationalist future. Vandenberg served as a U.S. senator from Michigan from 1928 to 1951 and was known in his early career for his fervent anti-interventionism. After 1945, he became heavily involved in the establishment of the United Nations and was a key player in the development of NATO. As chairman of the Senate Foreign Relations Committee during 1947 and 1948, Vandenberg helped rally support for President Truman's foreign policy -- including the Marshall Plan -- and his leadership contributed to a short-lived era of congressional bipartisanship regarding international relations. In The Conversion of Senator Arthur H. Vandenberg, Lawrence S. Kaplan offers the first critical biography of the distinguished statesman. He demonstrates how Vandenberg's story provides a window on the political and cultural changes taking place in America as the country assumed a radically different role in the world, and makes a seminal contribution to the history of U.S. foreign policy during the initial years of the Cold War.
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 risk and tailor your risk-management processes accordingly Embrace uncertainty as a key element of breakthrough innovation Adopt best practices for mitigating political threats Upgrade your organization's forecasting capabilities to gain a competitive edge Detect and neutralize cyberattacks originating inside your company This collection of articles includes "Managing Risks: A New Framework," by Robert S. Kaplan and Anette Mikes; "How to Build Risk into Your Business Model," by Karan Girotra and Serguei Netessine; "The Six Mistakes Executives Make in Risk Management," by Nassim N. Taleb, Daniel G. Goldstein, and Mark W. Spitznagel; "From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions," by David Simchi-Levi, William Schmidt, and Yehua Wei; "Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio," by George S. Day; “Superforecasting: How to Upgrade Your Company's Judgment," by Paul J. H. Schoemaker and Philip E. Tetlock; "Managing 21st-Century Political Risk," by Condoleezza Rice and Amy Zegart; "How to Scandal-Proof Your Company," by Paul Healy and George Serafeim; "Beating the Odds When You Launch a New Venture," by Clark Gilbert and Matthew Eyring; "The Danger from Within," by David M. Upton and Sadie Creese; and "Future-Proof Your Climate Strategy," by Joseph E. Aldy and Gianfranco Gianfrate.
Organizational Behavior for School Leadership provides a theoretical and practical framework to help emerging leaders build the mental models they need to be effective. Presenting traditional, modern, and contemporary perspectives, each chapter offers opportunities for readers to reflect on the ideas and apply their leadership perspective and skills to their own work settings. In this way, this important book helps graduate students in educational leadership understand organizational situations and circumstances, an essential step in making appropriate decisions about people, school operations, and the community that generate improved student and teacher outcomes. Special features include: Guiding questions—chapter openers to initiate student thinking. Case studies and companion rubrics—engage students in applying content to real-life school scenarios with guiding rubrics to help think through answers. Reflections and relevance—interactive learning activities, simulations, and graphic assignments deepen readers' understanding. PSEL Standards—each chapter aligns with the 2015 Professional Standards for Educational Leaders. Companion website—includes case studies and rubrics, supplementary materials, additional readings, and PowerPoint slides for instructors.
The latest leadership textbook from respected author team Kaplan and Owings explores how principals can effectively build a culture around student achievement. Introduction to the Principalship helps aspiring principals understand how to develop a vision for improvement, make decisions and manage conflict, build teachers’ capacity, communicate, monitor the organization’s performance, and create a school climate of mutual respect. This important book provides readers with various leadership concepts to inform their practice, as well as the cognitive and practical tools to evaluate and prioritize what leadership actions to take. Each chapter offers opportunities for readers to create personal meaning and explore new ways of doing leadership to advance a positive, person-focused environment. Providing both the theoretical framework and skills for effective practice, Introduction to the Principalship addresses the issues most urgent and relevant for educational leadership graduate students learning how to build a school culture that promotes every student’s success. Special Features: • Learning Objectives—chapter openers introduce the topic and initiate student thinking. • Reflections and Relevance —interactive exercises, role plays, class activities, and assignments help readers think about content in personally meaningful ways, facilitate understanding of chapter content, and help transfer leadership thinking to action in their own schools. • ISLLC Standards—each chapter is aligned to the 2015 Interstate School Leadership Licensure Standards. • Companion Website—includes links to supplemental material, additional readings, and PowerPoints for instructors.
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 will inspire you to: Reconsider what keeps your customers coming back Create visualizations that send a clear message Assess how quickly disruptive change is coming to your industry Boost engagement by giving your employees the freedom to break the rules Understand what blockchain is and how it will affect your industry Get your product in customers' hands faster by accelerating your research and development phase This collection of articles includes "Customer Loyalty Is Overrated," by A.G. Lafley and Roger L. Martin; "Noise: How to Overcome the High, Hidden Cost of Inconsistent Decision Making," by Daniel Kahneman, Andrew M. Rosenfield, Linnea Gandhi, and Tom Blaser; "Visualizations That Really Work," by Scott Berinato; "Right Tech, Wrong Time," by Ron Adner and Rahul Kapoor; "How to Pay for Health Care," by Michael E. Porter and Robert S. Kaplan; "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "Let Your Workers Rebel," by Francesca Gino; "Why Diversity Programs Fail," by Frank Dobbin and Alexandra Kalev; "What So Many People Don’t Get About the U.S. Working Class," by Joan C. Williams; "The Truth About Blockchain," by Marco Iansiti and Karim R. Lakhani; and "The Edison of Medicine," by Steven Prokesch.
Marie Jeanne Riccoboni’s Epistolary Feminism: Fact, Fiction, and Voice argues that Riccoboni is among the most significant women writers of the French Enlightenment due to her "epistolary feminism". Locating its source in her first novel Lettres de Mistriss Fanni Butlerd (1757), between fact and fiction, public and private, Marijn S. Kaplan provides new evidence supporting both the novel’s autobiography theory and de Maillebois hypothesis. Kaplan then traces how Riccoboni progressively develops a proto-feminist poetics of voice in her epistolary fiction, empowering women to resist patriarchal efforts to silence and appropriate them, which culminates in her final novel Lettres de Milord Rivers (1777). In nineteen relatively unknown letters (included, with translations) written over three decades to her publisher Humblot, several editors, Diderot, Laclos, Philip Thicknesse etc., Riccoboni is shown similarly to defend her oeuvre, her reputation, and her authority as a woman (writer), refusing to be manipulated and silenced by men.
Featuring the leading figures in educational leadership, this resource presents research and key considerations to assist in making decisions about new programs and directions for your school.
This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationships. Also included are Strategy Maps, which enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible; The Execution Premium, which describes a multistage system to help companies to gain measurable benefits from carefully formulated business strategy; and The Strategy-Focused Organization, which introduces a new approach to make strategy a continuous process owned not just by top management, but by everyone.
When the North Atlantic Treaty Organization was formed just four years after the United Nations, it provided its members with a measure of security in the face of the Soviet Union’s veto power in the senior organization’s Security Council, as well as a means of coping with Communist expansion. Ever since then, the two institutions have been competitors in maintaining peace in the postwar world. Occasionally they have cooperated; more often they have not. In NATO and the UN, Lawrence Kaplan, one of the leading experts on NATO, examines the intimate and often contentious relations between the two and describes how this relationship has changed over the course of two generations. Kaplan documents the many interactions between them throughout their interconnected history, focusing on the major flashpoints where either NATO clashed with UN leadership, the United States and the Soviet Union confronted each other directly, or fissures within the Atlantic alliance were dramatized in UN sessions. He draws on the organizations’ records as well as unpublished files from the National Archives and its counterparts in Britain, France, and Germany to provide the best account yet of working relations between the two organizations. By examining their complex connection with regard to such conflicts as the Balkan wars, Kaplan enhances our understanding of both institutions. Crisis management has been a source of conflict between the two in the past but has also served as an incentive for collaboration, and Kaplan shows how this peculiar but persistent relationship has functioned. Although the Cold War years are gone, the UN remains the setting where NATO problems have played out, as they have in Iraq during recent decades. And it is to NATO that the UN has turned for military power to face crises in the Balkans, Middle East, and South Asia. Kaplan stresses the importance of both organizations in the twenty-first century, recognizing their potential to advance global peace and security while showing how their tangled history explains the obstacles that stand in the way. His work offers significant findings that will especially impact our understanding of NATO while filling a sizable gap in our understanding of post-World War II diplomacy.
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 hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you set your board up for success. This book will inspire you to: Ensure you have directors who can meet company goals Establish a robust succession-planning process Encourage the risk-taking that will generate breakthrough innovation Prioritize the health of the enterprise without neglecting shareholders Provide the critical support a new CEO needs to succeed Ignite nonprofit board members by engaging them in work that matters Take on the world's toughest economic, social, and environmental problems This collection of articles includes "What Makes Great Boards Great," by Jeffrey A. Sonnenfeld; "Building Better Boards," by David A. Nadler; "The Error at the Heart of Corporate Leadership," by Joseph L. Bower and Lynn S. Paine; "The New Work of the Nonprofit Board," by Barbara E. Taylor, Richard P. Chait, and Thomas P. Holland; "Dysfunction in the Boardroom," by Boris Groysberg and Deborah Bell; "The Board's New Innovation Imperative," by Linda A. Hill and George Davis; "Managing Risks: A New Framework," by Robert S. Kaplan and Anette Mikes; "Ending the CEO Succession Crisis," by Ram Charan; "Comp Targets That Work," by Radhakrishnan Gopalan, John Horn, and Todd Milbourn; and "Sustainability in the Boardroom," by Lynn S. Paine. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.
The unexpected end of the protracted conflict has been a sobering experience for scholars. No theory had anticipated how the Cold War would be terminated, and none should also be relied upon to explicate its legacy. But instead of relying on preconceived formulas to project past developments, taking a historical perspective to explain their causes and consequences allows one to better understand trends and their long-term significance. The present book takes such perspective, focusing on the evolution of security, its substance as well as its perception, the concurrent development of alliances and other cooperative structures for security, and their effectiveness in managing conflicts. In The Legacy of the Cold War Vojtech Mastny and Zhu Liqun bring together scholars to examine the worldwide effects of the Cold War on international security. Focusing on regions where the Cold War made the most enduring impact―the Euro-Atlantic area and East Asia―historians, political scientists, and international relations scholars explore alliances and other security measures during the Cold War and how they carry over into the twenty-first century.
Foundations of Education makes core topics in education accessible and personally meaningful to students pursuing a career within the education profession. The Third Edition offers readers the breadth of coverage, scholarly depth, and conceptual analysis of contemporary issues that will help them gain a realistic and insightful perspective of the field.
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