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Show Results For
- All HBS Web
(981)
- News (231)
- Research (610)
- Events (1)
- Multimedia (73)
- Faculty Publications (508)
- October 2010
- Article
The Emerging Capital Market for Nonprofits
By: Robert S. Kaplan and Allen S. Grossman
Many of our largest and most successful companies today did not exist 50 years ago. During this same time interval, companies that ranked among top in the 1960s have disappeared, been merged out of existence, or become much smaller presences in the U.S. industrial... View Details
Keywords: Capital Markets; Investment Funds; Philanthropy and Charitable Giving; Corporate Accountability; Management Practices and Processes; Infrastructure; Corporate Social Responsibility and Impact; Performance Effectiveness; Nonprofit Organizations
Kaplan, Robert S., and Allen S. Grossman. "The Emerging Capital Market for Nonprofits." Harvard Business Review 88, no. 10 (October 2010).
- March 2001 (Revised April 2001)
- Case
Montefiore Medical Center
By: Robert S. Kaplan and Syeda Noorein Inamdar
A large urban medical center implements the Balanced Scorecard management tool. Elaine Brennan, senior VP of operations, has reorganized a highly functional health care organization into decentralized patient care centers and support units. Having recently endured the... View Details
Keywords: Balanced Scorecard; Health Care and Treatment; Management Systems; Organizational Structure; Corporate Strategy; Leadership Development; Growth and Development Strategy; Financial Reporting; Budgets and Budgeting; Cost Accounting; Corporate Accountability; Communication; Health Industry
Kaplan, Robert S., and Syeda Noorein Inamdar. "Montefiore Medical Center." Harvard Business School Case 101-067, March 2001. (Revised April 2001.)
- July 1978
- Teaching Note
Walton Instruments--1970, Teaching Note
By: Robert H. Hayes and Steven C. Wheelwright
- October–November 2004
- Article
The Strategy Map: Guide to Aligning Intangible Assets
By: Robert S. Kaplan and David P. Norton
Kaplan, Robert S., and David P. Norton. "The Strategy Map: Guide to Aligning Intangible Assets." Strategy & Leadership 32, no. 5 (October–November 2004): 10–17.
- 2002
- Chapter
Use the Balanced Scorecard to Partner with Strategic Constituents: Employees, Customers, Suppliers, and Communities
By: Robert S. Kaplan and David P. Norton
Keywords: Balanced Scorecard; Employee Relationship Management; Customer Relationship Management; Business and Community Relations; Business and Stakeholder Relations
Kaplan, Robert S., and David P. Norton. "Use the Balanced Scorecard to Partner with Strategic Constituents: Employees, Customers, Suppliers, and Communities." Chap. 2 in Partnering: The New Face of Leadership, edited by Larraine Segil, Marshall Goldsmith, and James Belasco, 9–33. New York: AMACOM, 2002.
- April 1997
- Case
Peoria Engine Plant (A): (Abridged)
By: Robert S. Kaplan and Amy P. Hutton
Describes the cost control system used at an automobile engine plant for labor and overhead costs. The finance staff prepares daily, weekly, and monthly variance reports against budgets. Department supervisors, finance staff, and the plant manager discuss the use and... View Details
Keywords: Motivation and Incentives; Cost Management; Financial Reporting; Performance Improvement; Budgets and Budgeting; Auto Industry
Kaplan, Robert S., and Amy P. Hutton. "Peoria Engine Plant (A): (Abridged)." Harvard Business School Case 197-099, April 1997.
- November 1993 (Revised March 1997)
- Case
Romeo Engine Plant
By: Amy P. Hutton and Robert S. Kaplan
A newly reopened automobile engine plant has been organized along total quality and teamwork principles. Employees now is to solve problems and ensure quality, rather than watch parts being produced. New operating and financial systems have been installed to promote... View Details
Keywords: Organizational Change and Adaptation; Motivation and Incentives; Management Practices and Processes; Groups and Teams; Performance Efficiency; Performance Improvement; Manufacturing Industry; Auto Industry
Hutton, Amy P., and Robert S. Kaplan. "Romeo Engine Plant." Harvard Business School Case 194-032, November 1993. (Revised March 1997.)
- June 1993 (Revised March 1997)
- Teaching Note
Peoria Engine Plant (A) and (B) TN
By: Robert S. Kaplan and Amy P. Hutton
Teaching Note for (9-193-082) and (9-193-083). View Details
Keywords: Auto Industry
- September 1992
- Teaching Note
Burlington Northern: The ARES Decision (A) and (B) TN
By: Robert S. Kaplan and Julie H. Hertenstein
Teaching Note for (9-191-122) and (9-191-123). View Details
Keywords: Rail Industry
- 2005
- Working Paper
Creating the Office of Strategy Management
By: Robert S. Kaplan and David P. Norton
Kaplan, Robert S., and David P. Norton. "Creating the Office of Strategy Management." Harvard Business School Working Paper, No. 05-071, April 2005.
- Article
On Balance: A CFO Interview
By: Robert S. Kaplan and David P. Norton
Kaplan, Robert S., and David P. Norton. "On Balance: A CFO Interview." CFO 17, no. 2 (February 2001): 72–78.
- March 2003
- Article
For the Last Time: Stock Options Are an Expense
By: Zvi Bodie, Robert S. Kaplan and Robert C. Merton
Bodie, Zvi, Robert S. Kaplan, and Robert C. Merton. "For the Last Time: Stock Options Are an Expense." Harvard Business Review 81, no. 3 (March 2003): 62–71. (HBS Reprint #R0303D.)
- July – August 1998
- Article
The Promise--and Peril--of Integrated Cost Systems
By: Robin Cooper and Robert S. Kaplan
Cooper, Robin, and Robert S. Kaplan. "The Promise--and Peril--of Integrated Cost Systems." HBR 98403. Harvard Business Review 76, no. 4 (July–August 1998): 109–119.
- January 2023 (Revised February 2023)
- Teaching Note
Performance Management at Afreximbank (A) and (B)
By: Robert S. Kaplan and Siko Sikochi
Teaching Note for HBS Case No. 120-029. View Details
- Article
Defining, Measuring, and Improving Value in Spine Care
By: Robert S. Kaplan and Derek Haas
This chapter discusses how to measure and improve spine care outcomes and costs. Today’s commonly used outcome metrics, such as readmission and complication rates, are actually process and quality metrics. They are not the outcomes, such as improvement in pain and... View Details
Keywords: Spine Care; Outcomes Measurement; Time-Driven Activity-Based Costing; Health Care and Treatment; Cost; Measurement and Metrics; Performance Improvement; Value
Kaplan, Robert S., and Derek Haas. "Defining, Measuring, and Improving Value in Spine Care." Seminars in Spine Surgery 30, no. 2 (June 2018): 80–83.
- August 1998 (Revised December 1998)
- Case
Wells Fargo Online Financial Services (B)
By: Robert S. Kaplan and Nicole Tempest
Describes how the Balanced Scorecard built by the Online Financial Services (OFS) group is used to select the highest-priority initiatives for the organization. Currently, initiatives arise continually throughout the organization, and management spends considerable... View Details
Keywords: Balanced Scorecard; Internet and the Web; Corporate Entrepreneurship; Corporate Strategy; Performance Evaluation; Finance; Change; Situation or Environment; Measurement and Metrics; Financial Services Industry; Banking Industry
Kaplan, Robert S., and Nicole Tempest. "Wells Fargo Online Financial Services (B)." Harvard Business School Case 199-019, August 1998. (Revised December 1998.)
- October 2016 (Revised March 2022)
- Background Note
Cost Variance Analysis
By: Robert S. Kaplan and Susanna Gallani
This note was written to provide students with fundamental concepts and methods for the analysis of cost variances. It focuses on the decomposition of cost variances into price, quantity, and mix variance components, an approach that allows students to identify the... View Details
Keywords: Cost Accounting
Kaplan, Robert S., and Susanna Gallani. "Cost Variance Analysis." Harvard Business School Background Note 117-006, October 2016. (Revised March 2022.)
- April 1996 (Revised April 1996)
- Case
Activity-Based Management at Stream International
By: Robert S. Kaplan and Norman Klein
Stream International's Crawfordsville, Indiana facilities undertake the design and implementation of an activity-based costing project. After analyzing the costs assigned to 161 work activities, Crawfordsville managers present five proposals for change based on ABM... View Details
Keywords: Organizational Change and Adaptation; Change Management; Activity Based Costing and Management; Indiana
Kaplan, Robert S., and Norman Klein. "Activity-Based Management at Stream International." Harvard Business School Case 196-134, April 1996. (Revised April 1996.)
- August 1994 (Revised May 1999)
- Teaching Note
Sumitomo Electric Industries, Ltd.: The Kaizen Program TN
By: Robin Cooper and Robert S. Kaplan