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Robert Kaplan biography - The Strategy-focused Organization

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The Strategy-focused Organization - How Balanced Scorecard Companies thrive in the New Business Environment

VBM Thought Leaders: Robert S. Kaplan and David P. Norton

Robert Kaplan

About Robert Kaplan: biography / resume / curriculum vitae

Marvin Bower Professor of Leadership Development
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. Kaplan joined the HBS faculty in 1984 after spending 16 years on the faculty of the Graduate School of Industrial Administration (GSIA), Carnegie-Mellon University. He served as Dean of GSIA 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. In 1994, he was awarded an honorary doctorate from the University of Stuttgart.
Kaplan's research, teaching, and consulting focus on new cost and performance measurement systems, primarily activity-based costing and the Balanced Scorecard. He has authored or co-authored more than 100 papers and ten books. Kaplan received the Outstanding Accounting Educator Award in 1988 from the American Accounting Association (AAA), and the 1994 CIMA Award from the Chartered Institute of Management Accountants (UK) for "Outstanding Contributions to the Accountancy Profession."

Besides the one below, books include The Balanced Scorecard: Translating Strategy into Action (Harvard Business School Press, 1996) with David P. Norton, and Cost and Effect: Using Integrated Cost Systems to Drive Profitability and Performance (HBS Press, 1998) with Robin Cooper. Harvard Business Review articles include "The Promise - and Peril of Integrated Cost Systems," (July-August 1998, with Robin Cooper) and "Using the Balanced Scorecard as a Strategic Management System," (January-February 1996 with David P. Norton). Kaplan's other co-authored books include Implementing Activity-Based Cost Management: Moving from Analysis to Action; Measures for Manufacturing Excellence; Relevance Lost: The Rise and Fall of Management Accounting, plus three management accounting textbooks.  Recently he published Strategy Maps with David Norton, the latest addition in the Balanced Scorecard trilogy.

Kaplan consults on the design of performance and cost management systems with many leading companies in North America and Europe. He regularly offers seminars in North America, South America, Europe, Asia, and Israel. Currently, Kaplan serves on the Academic Committee of the Board of Trustees of the Technion (Israel Institute of Technology)and as a director, with David Norton, for The Balanced Scorecard Collaborative.

The Strategy-focused Organization

About The Strategy-focused Organization

Already classic work of Kaplan and Norton on the application of Balanced Scorecards to create a strategy-focused organization along 5 key principles:

1. translate strategy to operational terms,

2. align organization to strategy,

3. make strategy everyone's day job,

4. make strategy continual process,

5. mobilize change through leadership.

In today's business environment, strategy has never been more important.

Yet research shows that most companies fail to execute strategy successfully.

Behind this 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.

In The Strategy-focused Organization Kaplan and Norton, the creators of the Balanced Scorecard measurement tool, introduce a new tool, Strategy Maps, and a new approach that makes strategy a continuous process owned not just by top management, but by everyone.

They describe how the nature of the Balanced Scorecard has changed as a result from the valuation tool it was originally to a comprehensive Value Based Management tool.

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