Robert S. Kaplan: Quotes about success

Robert S. Kaplan is American accounting academic. Explore interesting quotes on success.
Robert S. Kaplan: 12 quotes0 likes

“Companies are in the midst of a revolutionary transformation. Industrial age competition is shifting to information age competition. During the industrial age, from 1850 to about 1975, companies succeeded by how well they could capture the benefits from economies of scale and scope. Technology mattered, but, ultimately, success accrued to companies that could embed the new technology into physical assets that offered efficient, mass production of standard products.
During the industrial age, financial control systems were developed in companies, such as General Motors, DuPont, Matsushita, and General Electric, to facilitate and monitor efficient allocations of financial and physical capital. A summary financial measure such as return-on-capital employed (ROCE) could both direct a company’s internal capital to its most productive use and monitor the efficiency by which operating divisions used financial and physical capital to create value for shareholders.
The emergence of the information era, however, in the last decades of the twentieth century, made obsolete many of the fundamental assumptions of industrial age competition. No longer could companies gain sustainable competitive advantage by merely deploying new technology into physical assets rapidly, and by excellent management of financial assets and liabilities.”

Robert S. Kaplan

Source: The Balanced Scorecard, 1996, p. 2-3

“What does it mean to be “successful”? How do you achieve your dreams?
Does it mean creating an impressive list of achievements? Does it mean gaining significant wealth, status, position, and power? Maybe it means pleasing your parents, family, and friends?
I wrote this book to address these questions and to create a road map to help you achieve your aspirations. Following this road map involves taking a series of steps and answering a set of questions, all of which require you to look inward as well as outward. It also involves developing a set of new skills and habits, some of which may be challenging and uncomfortable for you.”

Robert S. Kaplan

Source: What You're Really Meant To Do, 2013, p. 1; Lead paragraph

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan

Source: The Balanced Scorecard, 1996, p. 5-6