fbpx
Robert S. Kaplan

Robert S. Kaplan

Harvard Business School Professor and Co-Creator of the Balanced Scorecard - Keynote speaker

Bio

Robert S. Kaplan is Senior Fellow and Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School. He joined the HBS faculty in 1984 after spending 16 years on the faculty of the business school at Carnegie-Mellon University, where he served as Dean from 1977 to 1983. Kaplan received a B.S. and M.S. in Electrical Engineering from M.I.T., and a Ph.D. in Operations Research from Cornell University. He has received honorary doctorates from the Universities of Stuttgart (1994), Lodz (2006), and Waterloo (2008).

Kaplan’s research, Executive Education teaching, and consulting focus on linking cost and performance management systems to strategy implementation. His current research focuses on two topics: measuring and managing organizational risk and, in a joint project health care project with Michael Porter, introducing valid measurements to improve patient outcomes, lower costs, and introduce innovative bundled payment reimbursement models.

Kaplan was co-developer of both activity-based costing and the Balanced Scorecard. He has authored or co-authored 14 books and more than 150 papers including 25 in Harvard Business Review. Recent books include “The Execution Premium: Linking Strategy to Operations for Competitive Advantage,” the fifth Balanced Scorecard book co-authored with David Norton, and “Time-Driven Activity-Based Costing” with Steve Anderson. His previous books with Norton include “Alignment”  and “Strategy Maps,” which was named as one of the top ten business books of 2004 by Strategy & Business and amazon.com, “The Strategy-Focused Organization,” named by Cap Gemini Ernst & Young as the best international business book for year 2000, and “The Balanced Scorecard: Translating Strategy into Action,” which has been translated into 24 languages and won the 2001 Wildman Medal from the American Accounting Association for its impact on practice. He also co-authored “Cost and Effect, Implementing Activity-Based Cost Management” and “Relevance Lost: The Rise and Fall of Management Accounting,” which received the American Accounting Association Seminal Contributions to Literature Award in 2007.

Elected to the Accounting Hall of Fame in 2006, Kaplan received the Lifetime Contribution Award for Distinguished Contributions to Advancing the Management Accounting Profession from the Institute of Management Accountants in 2008, and the Lifetime Contribution Award from the Management Accounting Section of the American Accounting Association (AAA) in 2006. He received the Outstanding Accounting Educator Award in 1988 from the AAA, the 1994 CIMA Award from the Chartered Institute of Management Accountants (UK) for “Outstanding Contributions to the Accountancy Profession,” and the 2001 Distinguished Service Award from the Institute of Management Accountants (IMA) for contributions to the practice and academic community. The Financial Times included him in its 2005 list of Top 25 Business Thinkers.

Kaplan speaks globally on performance and cost management systems, enterprise risk management, and value-based health care delivery.

Professor Kaplan explaining the Balanced Scorecard:

Strategy Execution Model – Part 1

Auditorium

Introduction & overview of the Kaplan-Norton Strategy Execution Model This module will explain the overall strategy execution model created by Professor Robert S. Kaplan and David Norton. It includes the strategy formulation, the strategy mapping, the strategic measures or Balanced Scorecard and the Strategic initiatives.   Stage 1: Define your strategy in a continuously changing environment […]

Key note speaker
READ MORE

Stage 1: Define your strategy in a continuously changing environment

Auditorium

Reaffirm your Mission, Values & Vision Scan your internal and external environment State your long term goals and elaborate a disruptive strategy

Key note speaker
READ MORE

Stage 2: Develop your Strategy Map & Balanced Scorecard

Auditorium

Translate your strategy into Strategic Themes and Strategic Objectives Select few but relevant KPI’s for your Balanced Scorecard Identify and prioritise your portfolio of strategic initiatives

Key note speaker
READ MORE

Strategy Execution model – Part 2

Auditorium

Stage 3: Aligning organisational units & your employees to the strategy Stage 4: Strategy Monitoring & Office of strategy management

Key note speaker
READ MORE

Stage 3: Aligning organisational units & your employees to the strategy

Auditorium

  Cascading the corporate strategy map to business & support units   Aligning local strategies to corporate strategy   Communicating your strategy to employees and stakeholders   Linking employee incentives to required strategic performance

Key note speaker
READ MORE

Stage 4: Strategy Monitoring & Office of strategy management

Auditorium

  Build a continuous process around strategy execution   Embed the strategy execution into the organisation DNA   Leverage the Office of Strategy Management with clear roles & accountability

Key note speaker
READ MORE