| FORUM DAY ONE AT A GLANCE - Thursday, October 9, 2008 | |||
| 7:45 | Continental Breakfast and Registration | ||
| 8:30 | Welcome and Introduction | ||
| 8:45 | Linking Organizational Operations with Strategic Priorities | ||
| 9:40 | Developing and Implementing the Performance Management System | ||
| 10:35 | Morning Break | ||
| 10:55 | THE PERFORMANCE MANAGEMENT DEBATE: What are the Systems that Ensure Strategic Alignment and Enhanced Organizational Performance? | ||
| 12:00 | Network Luncheon | ||
| 1:00 | |||
| Performance Breakouts | |||
| Business Intelligence and Analytics Gathering and Making Sense of Performance Data |
Operational Excellence Aligning Line Managers to Operational Goals and Strategic Objectives |
Strategic Alignment Developing Strategy-Focused Performance Measures |
|
| 2:05 | Analyzing Data to Identify Key Performance Indicators (KPIs) | Understanding and Diagnosing Business Processes | Establishing Goals and Strategies for Long-Term Shareholder Value |
| 3:10 | Afternoon Break | ||
| 3:30 | Matching the Right Technology with Performance Management Systems | Implementing Process Change and Re-Design | Driving Results and Executing Strategy through the Balanced Scorecard |
| 4:30 | The Performance Power Grid: The Proven Method to Create and Sustain Superior Organizational Performance | ||
| 5:20 - 7:00 | Networking Reception and Sponsor Exhibition | ||
| FORUM DAY TWO AT A GLANCE Friday, October 10, 2008 | ||||
| 7:45 | Continental Breakfast | |||
| 8:30 | Recap of Day One | |||
| 8:40 | Using Performance-Based Leadership and Six Sigma to drive Critical Behaviors Tied to Desired Business Results | |||
| 9:35 | The Art and Science of Strategy | |||
| 10:30 | Sponsor Exhibition | |||
| 11:15 | ||||
| Performance Breakouts | ||||
| Human Capital and Workforce Development Constructing Strategy Maps |
Planning and Budgeting Driver-Based Planning |
Innovations in Change and Customer Experience Management Change Management |
||
| 12:45 | Networking Luncheon | |||
| 1:15 | Workforce Evaluation: Constructing Strategy Maps | Implementing the Rolling Forecast | Overcoming Organizational Barriers to Change | |
| | | |||
| 2:20 | Succession Planning for the Future and Winning the War for Talent | Managing Overhead Strategically | Developing Powerful Customer Experiences | |
| 3:20 | Forum Adjourn | |||
Shareholder satisfaction and organizational growth emerge as a result of achieved goals that manifest through a successfully executed strategy. While strategy execution is the gateway to profits and sustained growth, the failure to execute can bring the demise of competitive advantages and organizational progress. To ensure successful execution, the strategy must be communicated, articulated and cascaded throughout the organization. The strategy must be broken down to operational terms. Through translating the strategy to terms that individuals can understand and relate to their own jobs, the likelihood of successful execution can be maximized. In this keynote session, you will learn how to translate organizational strategy, prioritize its key components, and integrate it into the functions of the individual for successful execution.
Michele Seyranian
Executive Vice President,
Strategic Planning
KeyCorp
Milliken & Company, one of the largest privately held companies operating in the U.S. today with many diversified product lines in textiles and chemicals servicing the automotive, floor covering, specialty apparel, industrials, as well as many specialty chemical businesses, has operated for over 140 years. As a Malcolm Baldrige Award winner, Milliken & Company has firmly held its commitment to engage the hearts and minds of every single associate in the organization.
Through applying methods discovered in Japanese manufacturing processes, Milliken & Company has designed the Milliken Performance System. Through this system, Milliken has been able to reach performance levels never before achieved. It has created a Daily Management System where every associate understands how they fit into the system and the part they play. More importantly, this approach has freed the time of leadership to concentrate on the products and markets of the future, knowing that today’s promises can be met through the people and systems that it has supported and invested in over the last decade.
Craig Long
Vice President, Quality & Six Sigma
Milliken & Company
There are a wide variety of performance management methodologies and technologies that managers and executives can turn to for executing strategy. With all that’s available, how do you know that the methodology or the technological solution you’re using is the right one for your organization? Every methodology and solution requires a major investment and commitment from the organization. So, it is crucial to identify and utilize the right solution or methodology that will maximize performance. This will be your opportunity to engage and hear from a panel of experts as they debate about the effectiveness of the methodologies and technologies that are available.
The pursuit of performance excellence involves getting information and data to the right people at the right time. Vital information is constantly needed by decision-makers to drive the strategic direction of the organization. In this session, you will learn how to bridge the gap between business intelligence and organizational management through gathering data that is essential for driving effective business decisions.
Stephen Garry
Director, Advanced Analytics
The Clorox Company
In many organizations, a gap exists between strategy and the line managers that run the day-to-day operations of the organization. Line managers are significant contributors to the organization’s ability to execute strategy, so it is imperative for them to be engaged in strategy. Getting line managers aligned to corporate strategy yields significant results in productivity and execution. In this session, you will learn to use performance management to cascade organizational strategy to managers and give them the power to articulate strategy to the employees that report to them.
Mike Levenhagen
Certified Lean Lead, Continuous Improvement Trainer
Oshkosh Corporation
Strategies must be understood and the organization must be aligned to the strategy by making timely and accurate decisions that support the execution of strategic objectives. Performance management solutions help to achieve these objectives by providing a means through which to visualize and align the organization to the strategy. In this session, you will learn how to integrate technology with performance management to develop the right measures that glean insight into how well strategy is being executed.
Ferdinand Tesoro, Ph.D.
Strategy Leader, Commercial Portfolio Execution Team
WellPoint
Many companies utilize strategic initiatives or performance goals to improve their business with limited visibility on their progress towards excellence. Even if your company is rich in data, you can still be poor in knowledge. In this session you will be exposed to the effectiveness of Key Performance Indicators (KPI’s). Hear how to properly select, analyze, and report out data that will provide management with timely insight on their performance.
Jeff Porada
Lean Six Sigma Master Black Belt
Wyndham Vacation Ownership
Business processes comprise the lifeblood of business operations. Many organizations fail to recognize when they are not operating at optimal strength. Much of this has to do with an inability to fully understand business processes. Through effective analysis of data on business processes, the problems that plague these processes can be identified. In this session, you will learn how to analyze information on business processes and find the specific problems that keep the enterprise from performing at optimal levels.
Christine Conlon
Associate Director
Pfizer
Results give shareholders confidence and enables them to put trust into the organization. Without results, there is no foundation to support their confidence. Performance management systems can provide insights into the perspective of shareholders and how the organization, through its processes, drives value. In this session, you will learn how to find the drivers for shareholder value and leverage them to inspire the support of shareholders.
Toyin Ogun
Chief Talent Officer
Sears Holding Corporation
Technology has become an increasingly important part of performance management. Automated scorecards and dashboards affect decision making and technology disseminates the information that is needed to drive results. While the benefits of technology are known, there is often controversy behind which specific solution to choose. Fortunately, there is a solution for your performance management needs. In this session, you will learn about the solutions that are available and understand the factors that will enable you to choose the right solution for your organization.
Mark Smith
Chief Executive Officer
Ventana Research
Competition, market pressures, and shareholder demands force corporations to continuously improve and refine business processes. The quality and efficiency of process execution are what separates organizations from one another. Making processes better involves change and redesign. In this session, you will learn the fundamentals behind redesigning business processes and ensuring that changed processes can create value.
Christian F. Caspersen
Vice President, Business Process Lead
SunTrust
While many organizations have strategy maps and a business scorecard, few have been able to translate their strategy into a plan for generating lasting and sustainable results. In this session, you will learn how to use your Balanced Scorecard and strategy map to understand the health of your organization and create meaningful solutions that strengthen business performance.
Joseph Martucci
Performance Leader
PSE & G
Achieving sustainable superiority in your organization is as simple as keeping people and resources from burning out. Organizations have to function as a power grid in which resources get to the right places, initiatives are prioritized, fires get put out, and performance is constantly assessed. The Performance Power Grid offers the solution that enables the organization to get a hold of resources, human efforts, initiatives, and business performance seamlessly. In this session, you will learn how the the Performance Power Grid creates sustainable superiority.
David Giannetto
Director, Enterprise Performance Management
Cohn Consulting Group
Part of the holistic quality approach used at CIGNA combines the discipline and rigor of Six Sigma with Applied Behavioral Science to identify critical behaviors driving the right business results, not only by employees directly involved in the process flow, but also the management leadership behaviors required to reinforce the new behaviors supporting the improved process. We will review a case study of how critical behaviors by front line staff, managers, and directors, were identified and vertically aligned to support process improvements made to a transactional service process and how Six Sigma controls and measurement systems were implemented to track and monitor results.
John Cramer
Business Operations Director, Six Sigma Business Excellence
CIGNA Corporation
Organizations and companies of all industries are comprised of processes and activities that are intended to drive value. However, not all processes drive the same amount of value, and resources are often wasted on processes that drive little to no value. Organizational performance is optimized when the processes that drive the most value are strengthened. In this session, you will learn how to identify the business processes that drive the most value and use them to create opportunities for extracting more organizational performance.
Michelle Blieberg
Global Learning Officer
UBS Investment Bank
It is now commonplace for organizations to have a global presence. The concepts of organizational alignment and synergy have reached a new level of complexity as workforces spanning multiple continents, cultures and language barriers must work together in the same corporation. Such organizations require leaders that are able to communicate and relate to people of all cultures and ethnic backgrounds. In this session, you will understand how to develop a global focus and mindset for aligning your multicultural workforce.
Ted Nouryan, Ph.D.
Director, Organization Effectiveness
Arrow Electronics
Just as any other business process, the corporate budgeting process has to be effectively managed. At many organizations, the budgeting process is often regarded as a politically-driven, slow and alienating process that has no relation to corporate strategy. However, budgeting and planning are being transformed as innovative organizations are turning a cumbersome process into a value-added and strategic component of financial operations. In this session, you will learn how performance management is being relied upon to link plans and budgets through translating strategy into a coherent set initiatives and actions.
Rick Bruno
Director, Financial Planning
Charming Shoppes
While the internet and other forms of technology have been blamed for taking the human touch out of customer service, technology has also put innovative companies at the forefront of enhancing responsiveness to customers and improving customer service experiences. Technology has enabled some enterprises to better manage the experiences that customers have with the organization. In this session, you will learn about the technologies that are designed to manage the customer experience and how they can improve your organization’s ability to satisfy the customer.
John Monczewski
Director, Enterprise Performance Management
General Dynamics IT
Like many quality programs that rolled through American industry in the 80’s and 90’s, Organization Development and other human resource initiatives seldom get full value for the time and money invested. Full value can only come through a foundational approach integrating culture (the “Social Architecture”), human systems & processes (the “Operational Architecture”), and core (end-to-end) business processes. Sustained success comes by building the change into the DNA of the organization. This presentation provides a clear approach to OE and culture change, with practical tools and examples from JPMorgan’s Asset Management business.
John Stubbe
Manager, Organization Effectiveness
J.P. Morgan Asset Management
At many organizations, budgets and forecasts have a tendency to fall out of date quickly. This is mostly due to unforeseen circumstances, changing conditions and the politics that surround budgeting. However, with technology, cutting-edge organizations have been able to update forecasts in real-time and establish financial forecasts into the future. In this session, you will learn to utilize the rolling forecast to take the obstacles out of budgeting and improve the accuracy of financial results.
Jeffery Nemy
Chief Financial Officer
Northern California Public Broadcasting
Not every customer is the same. Individual customers have their own needs and demands. Behind our interactions with customers and the products they purchase, there is a wealth of information that can be unlocked for achieving new levels of customer satisfaction, and a competitive advantage. Through establishing customer-centered analytics and benchmarks, customer tendencies, behaviors and demands can be understood. In this session, you will learn how to establish objective measurement processes that can provide a fully detailed and comprehensive viewpoint of customers.
The retirement of the "baby boom" generation is a significant challenge for the private and public sectors alike. Organizations need to fill vital jobs that are essential for driving performance. To meet this challenge, HR professionals need to be proactive about developing succession and knowledge transfer plans that satisfies the tremendous need for talent in the future. In this session, you will learn the requirements for creating and implementing succession plans and knowledge transfer plans that have organizational wide impact.
Donald Ledbetter, Ph.D., SPHR, CKM
Corporate Director of Management and Organizational Effectiveness
L-3 Communications
Advances in technology which include corporate performance management solutions and enterprise resource planning (ERP) systems have outpaced the traditional activity-based costing practices that involved financial and operational cohesion. With the enhancements in technology that have emerged, the link between strategic planning and operational budgeting is easier to establish while an increasing amount of business data has become available for continuous-improvement activities. In this session, you will learn about Time-Driven Activity-Based Costing (TDABC) and how it empowers enterprises to use technology to streamline the process behind improving operations and linking planning to budgeting.
For decades, the B2B environment has been regarded as an impersonal and bureaucratic form of business for those organizations looking to purchase goods from other enterprises. In this type of environment where it is easy for the customers to change vendors, a slight enhancement of the customer experience can go a long way in retaining old customer and winning new ones. In this session, you will learn the secrets behind providing customers with a memorable experience that ensures their retention and drives the growth of the enterprise.
Presented By
Sponsors
Research Partners
Media Partners
