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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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ATB Financial: Guiding Profitable Growth
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2235BC-EAccounting and ControlThis chapter examines the application of TDABC to guide the profitability of a recently deregulated financial services company, ATB Financial. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Kemps LLC: Handling Product, Distribution, and Customer Variety
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2230BC-EAccounting and ControlThis chapter illustrates comprehensive, enterprise-wide implementation of Time-Driven Activity-Based Costing projects using the case of Kemps LLC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Capacity Cost Rates: The Practical Issues
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2223BC-EAccounting and ControlCalculating capacity cost rates is the second element in a time-driven activity-based costing model. This chapter discusses when to capture cost at a department or a process level, how to incorporate all relevant costs, and how to measure practical capacity. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Starting at €8.20
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Frequently Asked Questions: Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-9896BC-EAccounting and ControlThis chapter answers several of the most common questions about Time-Driven Activity-Based Costing. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Estimating Process Times: The Role of Time Equations
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2222BC-EAccounting and ControlThis chapter focuses on the principle innovation of TDABC, the development of equations that estimate the demands for time on capacity resources, and the benefits of implementing this method of analysis. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Transforming Unprofitable Customers: A Time-Driven Activity-Based Costing Approach
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-5242BC-EAccounting and ControlThis chapter reviews the types of actions managers take on the basis of the output from their activity-based costing models, focusing on how to improve customer profitability, a common application for Time-Driven ABC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Starting at €8.20
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Implementing Time-Driven ABC Models: Launching a Project
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2226BC-EAccounting and ControlBuilding a Time-Driven ABC model involves a sequence of well-defined steps. This chapter addresses the four phases of implementation, from preparation to rollout. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20