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Robert C. Merton
Robert C. Merton is the School of Management Distinguished Professor of Finance at the MIT Sloan School of Management.Merton is University Professor Emeritus at Harvard University and was the George Fisher Baker Professor of Business Administration (1988–98) and the John and Natty McArthur University Professor (1998–2010) at Harvard Business School. After receiving a PhD in economics from MIT in...
Faculty
Robert S. Huckman
Robert Huckman is the Albert J. Weatherhead III Professor of Business Administration at Harvard Business School, the Howard Cox Faculty Chair of the HBS Healthcare Initiative, and the Unit Head for Technology and Operations Management. He currently teaches the required MBA course, Technology and Operations Management, and has previously taught several elective MBA courses, including Transforming...
Faculty
Robert S. Kaplan
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 has co-developed both activity-based costing (ABC) and the Balanced Scorecard (BSC), widely...
Faculty
Robert H. Hayes
Robert Hayes is the Philip Caldwell Professor of Business Administration, Emeritus, at the Harvard Business School. Prior to his appointment to the Harvard Faculty in 1966, he worked for I.B.M. and McKinsey & Company. He received his Ph.D. degree in 1966 from Stanford University.He has published widely, including seven co-authored books. One of these, Restoring our Competitive Edge: Competing...
Faculty
Robert J. Dolan
Robert J. Dolan is the Baker Foundation Professor at Harvard Business School. He received his Ph.D. from the University of Rochester and began his academic career in 1976 as a faculty member at the Graduate School of Business of the University of Chicago. He joined the Harvard Business School faculty in 1980 and became the Edward W. Carter Professor of Business Administration. He served as the...
Faculty
Robert Simons
Robert Simons is a Baker Foundation Professor at Harvard Business School. For over 35 years, Simons has taught accounting, management control, and strategy execution courses in both the Harvard MBA and Executive Education Programs. For 2024/25, he is teaching a second-year MBA course titled “Changing the World: Life Choices of Influential Leaders,” for which he has authored 23 new case studies...
Faculty
Robert F. White
Bob White is a Senior Lecturer in the Entrepreneurial Management Unit at the Harvard Business School where he teaches courses in the MBA program (Required and Elective curricula) and the Executive Education program. Courses taught include Entrepreneurial Finance, Starting a Private Investment Firm, Road to the White House, Elections and Campaigns, and Field Global Immersion. Bob was one of the...
- 24 Jan 2005
- Research & Ideas
Rethinking Activity-Based Costing
excerpted here, authors Kaplan and Anderson suggest the process be simplified through an approach they call "time-driven ABC." Here's an overview. The solution to the problems with ABC is not to abandon the concept. ABC after... View Details
Keywords: by Robert S. Kaplan & Steven R. Anderson
- 09 Jan 2006
- Research & Ideas
When Benchmarks Don’t Work
Benchmarking certainly has its virtues. Comparing production time or the cost of a standard process to that of peer companies can yield important insights about your own efficiencies—and ultimately, competitiveness. But benchmarking also has its limits. When you ignore... View Details
- 30 Aug 2004
- Research & Ideas
Mapping Your Board’s Effectiveness
In the aftermath of such highly public and grossly damaging business debacles as Enron, Tyco, and WorldCom, much attention and plenty of criticism have been directed at those companies' corporate boards. Traditionally, board responsibilities have been to oversee the... View Details
Keywords: by Robert S. Kaplan
- 08 Aug 2005
- Research & Ideas
A Balanced Scorecard Approach To Measure Customer Profitability
The Balanced Scorecard introduced customer metrics into performance management systems. Scorecards feature all manner of wonderful objectives relating to the customer value proposition and customer outcome metrics—for example, market share, account share, acquisition,... View Details
Keywords: by Robert S. Kaplan
- 05 Jul 2006
- Working Paper Summaries
Time-Driven Activity-Based Costing
- February 1985 (Revised January 1989)
- Teaching Note
Steven B. Belkin, Teaching Note
By: Howard H. Stevenson and Michael J. Roberts
Teaching Note for (9-383-042). View Details
- 09 Mar 2011
- Working Paper Summaries
Accounting Scholarship That Advances Professional Knowledge and Practice
- 23 Dec 2002
- Research & Ideas
Partnering and the Balanced Scorecard
level, and cost—between each support department and the business units. The Balanced Scorecard provides a simple, clear message about organizational strategy that all employees can understand and internalize.—Robert S. Kaplan and David P.... View Details
Keywords: by Robert S. Kaplan & David P. Norton
- August 1989
- Supplement
Steven B. Belkin, Video
By: Michael J. Roberts and Howard H. Stevenson
This video both shows responses to student questions and updates the case material. View Details
- 17 Mar 2010
- Working Paper Summaries
Conceptual Foundations of the Balanced Scorecard
Keywords: by Robert S. Kaplan
- 24 Apr 2006
- Research & Ideas
Managing Alignment as a Process
To create synergy, we require more than a concept and a strategy. The enterprise value proposition defines the strategy for value creation through alignment, but it doesn't describe how to achieve it. The alignment strategy must be complemented with an alignment... View Details
- 20 Dec 2006
- Working Paper Summaries
The Demise of Cost and Profit Centers
Keywords: by Robert S. Kaplan
- 05 Jul 2006
- Working Paper Summaries
Improving Corporate Governance with the Balanced Scorecard
Keywords: by Robert S. Kaplan & Michael E. Nagel
- 20 Nov 2018
- Working Paper Summaries
Reverse the Curse of the Top-5
- January 2007
- Case
Robert E. Rubin (A)
By: Nitin Nohria, Robert Steven Kaplan and Nicole Davison
Bob Rubin was a businessman given the task of setting up and running the National Economic Council for the Clinton Administration. Unfamiliar with management in a political climate, Rubin worked hard to design, staff, and position the Council to make better economic... View Details
- 19 May 2003
- Research & Ideas
Expensing Options Won’t Hurt High Tech
in lieu of higher salaries. The claim simply ignores the fact that a lack of cash need not be a barrier to compensating executives.— Zvi Bodie, Robert S. Kaplan, and Robert C. Merton Even privately held... View Details
- 11 May 2015
- Working Paper Summaries
What Do Private Equity Firms Say They Do?
- 23 Oct 2000
- Research & Ideas
The Strategy-Focused Organization
In The Strategy-Focused Organization, HBS professor Robert Kaplan and David Norton, president of the Balanced Scorecard Collaborative, share the results of ten years of research into companies that have... View Details
Keywords: by Robert S. Kaplan & David P. Norton
- 17 Aug 2016
- Working Paper Summaries
Venture Capital Data: Opportunities and Challenges
- 21 Mar 2016
- Working Paper Summaries