Improving Value with TDABC

Robert S. Kaplan

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Article | hfm (Healthcare Financial Management) | June 2014

Improving Value with TDABC

by Robert S. Kaplan

Abstract

The article discusses the benefits of time-driven activity-based costing (TDABC) combined with outcomes measurement for healthcare organizations. Topics covered include improving resource efficiency, optimizing care over the complete care cycle, and planning and budgeting of resource capacity. It also mentions that TDABC enhances quality of care and clinical outcomes while reducing healthcare costs.

Keywords: Goals and Objectives; Activity Based Costing and Management; Health Care and Treatment; Health Industry;

Format: Print

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Citation:

Kaplan, Robert S. "Improving Value with TDABC." hfm (Healthcare Financial Management) 68, no. 6 (June 2014): 76–83.

About the Author

Robert S. Kaplan

Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus

Accounting and Management

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Background Note | HBS Case Collection | April 2006 (Revised November 2020)

Time-Driven Activity-Based Costing

Robert S. Kaplan

Introduces the role for time-driven activity-based costing. Identifies the value from an accurate costing model, describes the difficulties of traditional ABC, and illustrates how time-driven ABC provides a simpler and more powerful method.

Keywords: Activity Based Costing and Management; Management Analysis, Tools, and Techniques; Value;

Citation:
Kaplan, Robert S. "Time-Driven Activity-Based Costing." Harvard Business School Background Note 106-068, April 2006. (Revised November 2020.) View Details

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Teaching Note | HBS Case Collection | October 2020

Swissgrid: Enterprise Risk Management in a Digital Age

Robert S. Kaplan and Anette Mikes

This note was prepared by HBS Professor Robert Kaplan and Professor Anette Mikes (University of Oxford) for the purpose of aiding classroom instructors in the use of “Swissgrid: Enterprise Risk Management in a Digital Age,” HBS No. 119-045.

Citation:
Kaplan, Robert S., and Anette Mikes. "Swissgrid: Enterprise Risk Management in a Digital Age." Harvard Business School Teaching Note 121-035, October 2020. View Details

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Working Paper | HBS Working Paper Series | 2020

Updating the Balanced Scorecard for Triple Bottom Line Strategies

Robert S. Kaplan and David McMillan

Many companies are now attempting to achieve triple bottom line performance on financial, environmental, and societal metrics. Successful strategies for such performance, however, generally require new relationships among multiple players in multiple sectors across a company’s supply chain for products and talent. The Balanced Scorecard (BSC), originally developed to describe and implement a single organization’s strategy, needs to be adapted to reflect such multi-stakeholder strategies for triple bottom line performance. The Financial perspective is replaced by “Outcomes” to encompass financial, environmental, and societal metrics; Customer becomes “Stakeholders” to reflect the interests of the multiple participants in the ecosystem; and Learning & Growth becomes “Enablers” to include the new capabilities for collaboration and alignment. The paper motivates and illustrates the new framework with examples from innovative agribusiness ecosystems.

Keywords: Balanced Scorecard; Adaptation; Environmental Sustainability; Social Issues; Performance; Strategy;

Citation:
Kaplan, Robert S., and David McMillan. "Updating the Balanced Scorecard for Triple Bottom Line Strategies." Harvard Business School Working Paper, No. 21-028, August 2020. View Details

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Improving Value with TDABC

Abstract

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