Robert S. Kaplan


Born
January 01, 1940


Robert S. Kaplan (born 1940) is Baker Foundation Professor at Harvard Business School, United States, and co-creator, together with David P. Norton, of the balanced scorecard, a means of linking a company's current actions to its long-term goals. Kaplan and Norton introduced the balanced scorecard method in their 1992 Harvard Business Review article, The Balanced Scorecard: Measures That Drive Performance.
This method has been endorsed by companies such as Mobil and Sears. The balanced scorecard envisages executives as pilots with a range of controls and indicators in front of them, based upon which they make decisions and develop strategies. He has also published in the fields of strategy, cost accounting and management accounting. Prior to
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Average rating: 3.94 · 11,198 ratings · 458 reviews · 66 distinct worksSimilar authors
The Balanced Scorecard: Tra...

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3.87 avg rating — 5,110 ratings — published 1996 — 10 editions
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What You're Really Meant to Do

3.89 avg rating — 1,127 ratings — published 2013 — 13 editions
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Strategy Maps: Converting I...

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4.01 avg rating — 505 ratings — published 2003 — 12 editions
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The Strategy-Focused Organi...

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3.91 avg rating — 452 ratings — published 2000 — 10 editions
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Execution Premium

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really liked it 4.00 avg rating — 216 ratings — published 2008 — 9 editions
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What to Ask the Person in t...

3.83 avg rating — 172 ratings — published 2011 — 6 editions
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Alignment: Using the Balanc...

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3.83 avg rating — 155 ratings — published 2006 — 7 editions
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What You Really Need to Lead

4.02 avg rating — 108 ratings — published 2015 — 3 editions
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Advanced Management Accounting

4.04 avg rating — 53 ratings — published 1982 — 5 editions
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Cost & Effect

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3.94 avg rating — 52 ratings — published 1997 — 3 editions
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“Reaching your potential is not simply about dreaming or being idealistic, It is a process that involve specific actions, exercises, discipline and hard work. It is challenging, rewarding and unending.”
Robert Steven Kaplan, What You're Really Meant To Do: A Road Map for Reaching Your Unique Potential

“you follow your own path, I don’t know how much money you will accumulate, how much stature you will achieve, or how many titles you will garner. But if you’re true to your convictions and principles, I know you’re far more likely to feel like a big success. In the end, that feeling will make all the difference.”
Robert S. Kaplan, What You're Really Meant to Do: A Road Map for Reaching Your Unique Potential

“Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.”
Robert Steven Kaplan, What You Really Need to Lead: The Power of Thinking and Acting Like an Owner

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