Source: The Balanced Scorecard, 1996, p. 2-3
Famous Robert S. Kaplan Quotes
Source: What You're Really Meant To Do, 2013, p. 11
Source: What You're Really Meant To Do, 2013, p. 1; Lead paragraph
Source: The Balanced Scorecard, 1996, p. 5-6
Can you figure out what you believe, as if you were an owner?
Can you act on those beliefs?
Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others?
These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.
Source: What You're Really Meant To Do, 2013, p. 22-23
Source: The Balanced Scorecard, 1996, p. 2