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| 7:30 | Conference Registration, Continental Breakfast & Exhibits | |||||
| 8:30 | Keynote Address: Converting Strategy into Action through Performance Management | |||||
| 9:30 | Keynote Address: Creating a High Performing Organization for Sustainable Market Advantage | |||||
| 10:30 | Break in Exhibit Hall | |||||
| Track A Performance Management Systems |
Track B Show Me the Measures |
Track C Employee Performance |
Track D Financial Performance |
Track E Tying Lean Six Sigma to Strategy |
Track F: Customer Management |
|
| 11:00 | Performance Management: Making it Work |
Selecting the Right Measures for Corporate Performance Management |
Selecting the Right Measures for Employee Performance Management |
Aligning Financial Performance and Dashboards for Value Creation |
Using the Toolsets: Integrating Lean with Six Sigma |
Using Customer Insight to Drive Innovation |
| 12:00 | Networking Luncheon & Exhibit Hall | |||||
| 1:00 | Optimizing Strategic Planning for Results |
Better Measures and Management to Drive Performance in Your Organization | Measuring and Improving Employee Engagement |
Linking Finance with Growth and Strategic Management |
Linking Lean Six Sigma with Overall Organizational Strategy |
Improving Customer Satisfaction across Your Organization through Net Promoter Score |
| 2:00 | Break in Exhibit Hall | |||||
| 2:30 | Defining and Executing Strategy Using the Balanced Scorecard |
Transforming Performance Measurement |
Linking Employee Engagement to Customer Satisfaction |
Using EVA to Aid in Forecasting Financial Outputs |
Integrating Project Management with Lean Six Sigma Deployment |
Developing Key Customer Feedback Measures and Metrics |
| 3:30 | Developing an Offi ce of Strategy Management |
Linking Performance Management to Customer Satisfaction through Metrics |
Talent Management and Succession Planning |
Budgeting Integration and Strategy Execution | Managing Process Improvement Projects |
Using Customer Segmentation to Enhance the Customer Experience and Drive Profitability |
| 4:30 | Cocktail Reception | |||||
| 6:00 | Adjourn | |||||
| 7:30 | Continental Breakfast & Exhibits | |||||
| 8:30 | Keynote Address: Leading a Performance Management Culture in a Complex Organization: The Kaiser Permanente Journey | |||||
| 9:30 | Implementing Strategy - The Art of Change Management | |||||
| 10:30 | Break in Exhibit Hall | |||||
| Track G Strategy Execution |
Track H Using Metrics to Manage |
Track I Developing a Performance Culture |
Track J Performance Reporting |
Track K Maximizing Lean Six Sigma |
Track L Leveraging the Customer Experience |
|
| 11:00 | Strategy Mapping: Bridging the Gap Between Strategy and Execution |
Moving from Metrics-Based Systems to Actionable Performance Management |
Cascading Organizational and Business Line Priorities through All Levels of the Organization |
Building and Managing a Performance Information System |
Lean Tools: Understanding Value Stream Mapping, 5S and Kaizen |
Driving Customer Experience to Build Customer and Employee Loyalty |
| 12:00 | Networking Luncheon & Exhibit Hall | |||||
| 1:00 | Dashboard Design: Choosing the Right Data and Key Performance Indicators |
Incorporating Initiatives and External Benchmarking into the Management Process | Motivating Leaders and Employees to Create Service Culture Excellence |
Planning for Effective Performance Reporting and Analysis |
Using Voice of the Customer Techniques to Identify Opportunities and Gain a Competitive Advantage |
Leveraging Customer Data to Assess the Customer Experience |
| 2:00 | Break in Exhibit Hall | |||||
| 2:30 | Developing a Strategyto Create Profitable Customer Relationships |
Boosting the Bottom Line: Measuring and Managing on Demand with a Practical EPM Framework |
Managing Organizational Change in Performance Initiatives |
Improving the Integrity and Reliability of Performance Data |
Developing Leadership Competencies: Selecting and Mobilizing Leaders around Lean Six Sigma |
Driving a Customer- Centric Culture in Your Organization |
| 3:30 | Closing Keynote: Developing and Capitalizing on a Performance Management System | |||||
| 4:30 | Conference Adjourns | |||||
| 8:00 | Workshop Registration & Continental Breakfast | |||
| 9:00 | Workshop A: Building, Designing and Managing Your Scorecard |
Workshop B: Designing a Customer Experience for Increased Profitability and Market Share |
Workshop C: Developing HR Metrics that Align with Company Mission and Drive Results |
Workshop D: Lean Six Sigma White Belt Certification |
| 12:00 | Networking Luncheon | |||
| 1:00 | Workshop A (con’t): Building, Designing and Managing Your Scorecard |
Workshop B (con’t): Designing a Customer Experience for Increased Profi tability and Market Share |
Workshop C (con’t): Developing HR Metrics that Align with Company Mission and Drive Results |
Workshop D (con’t.): Lean Six Sigma White Belt Certification |
| 4:00 | Workshops Adjourn | |||
7:30
Registration, Exhibits & Continental Breakfast
8:30
Converting Strategy into Execution through Performance Management
Execution. Moving beyond strategy definition is, without question, one of the biggest challenges that organizations face in the push to improve performance and remain competitive. For a proven business, execution is about performing at or above known standards. Many large, established organizations that are able to sustain success are ruthless about holding their managers accountable to meeting or exceeding standards. However, the majority of organizations, large and small, continue to struggle with effectively communicating strategy and bringing it to fruition. Implementing a performance management system is often the key to success in bridging this gap, but the intricacies of implementation can be utterly intimidating and often overwhelming. This keynote presenter will address the struggles that many organizations face when converting strategy into execution, how to effectively implement a performance management system and the benefits that this will award your organization.
9:30
Creating a High-Performing Organization for Sustainable Market Advantage
All executives are looking for a strategy for improving their organization’s performance, but real success still hinges on the effective execution of strategy. When strategy is not executed, organizations fall short of meeting the performance expectations of stakeholders and customers. Learn the components of a high-performing organization and what steps to take to ensure your sustainable market advantage.
• Ensure that each employee knows what is expected of them by communicating how their business unit goals and objectives relate to the overall strategy
• Achieve higher levels of performance by proper measurement, support, recognition and incentives
• Establish “line of sight” performance reporting to instill accountability and transparency for progress
10:30
Networking Break & Exhibits
Track A: Performance Management Systems
What does your organization want from its performance management system? What do your employees want from it? Continuous studies show that organizations typically want to use performance management to improve organizational results, stay focused on strategic priorities, shift focus when needed during times of rapid change and provide a culture that will attract and develop employees. What do employees want? They want a good relationship with their leaders, meaningful work, opportunities for growth and advancement and a clear understanding of work objectives. Simple, right? Wrong! Implementing, managing and utilizing a performance management system is no easy task, but it is certainly attainable and organizations quickly see endless rewards in successful implementation. These sessions will offer best practices and techniques to effectively utilize and implement a performance management system within your organization.
Track B: Show Me the Measures
Executives and managers continually struggle with finding the “right measures” that will produce higher levels of growth and performance. Employees often fear being measured or feel little connection to the key indicators of performance. In fact, the key difference between achievement and entitlement-oriented organizations is the presence of meaningful measures.
Most measures focus on identifying the results that increase shareholder value. But continual research shows that this has little value if they are not translated into variables that drive these results. This transforms the traditional work of creating a balanced scorecard to one that builds an integrated framework of key “value-creating performance indicators.” These sessions will dive into the intricacies facing executives and managers struggling to find the right measures and incorporate them in the right areas of their organization.
Track C: Employee Performance
Employee improvement thrives when they have a clear line of sight between their activities and enterprise-wide goals and strategies. As leaders, it is our job to create an environment where employees can learn to do what they do best and then show them the process of maximizing that talent in the organization. By developing an effective talent management system and productive succession plan, your organizations productivity and performance potential can exponentially grow. Learn best practices to achieve a “line-of-sight” between employees and organizational goals and strategies, evaluate performance-based pay and design and implement employee performance incentives.
Track D: Financial Performance
Successful financial management begins with an understanding of the organization's strategic goals and objectives as well as its day-to-day business practices. Realizing growth, implementing new strategies, adopting performance measurement and providing quality financials are just a few challenges currently facing CFOs today. Learn best practices such as value management, dashboards and KPIs and EVA to effectively maximize business performance.
Track E: Tying Lean Six Sigma to Strategy
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today.
Track F: Customer Management
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth.
11:00
Track A: Performance Management Systems
Performance Management: Making It Work
• Align all functions within your organization with your performance management system
• Utilize your performance management system to turn your strategy into action
• Develop the right measures and metrics within your performance management system
Dennis Koci, Former SVP--Operations Support, Hilton Hotels Corporation
Track B: Show Me the Measures
Selecting the Right Measures for Corporate Performance Management
• Identify the challenge of selecting the right set and number of measures for results
• Develop metrics that allow employees to link their activities and outputs to overall corporate objectives and goals
• Define the link between corporate goals and major operational perspectives
Glenn Wegryn, Associate Director, Performance Management, Proctor & Gamble*
Track C: Employee Performance
Selecting the Right Measures for Employee Performance Management
• Make meaningful employee distinctions based on relative performance
• Understand the difference between pay-for-performance and pay-for-longevity
• Define performance expectations that reflect job requirements more accurately
Track D: Financial Performance
Aligning Financial Performance and Dashboards for Value Creation
• Understand how to create a direct link between shareholder value and critical business processes to improve performance
• Learn how value and cost drivers are linked to critical business activities and processes
• Identify ways to accurately determine profitability, build long-term shareholder value and improve business performance
Track E: Tying Lean Six Sigma to Strategy
Maximizing Lean Six Sigma Business Strategy to Enable a Successful Deployment Plan
• Align strategies, tactical goals and objectives for successful deployment execution
• Understand what is necessary components in a deployment plan including readiness, key focus areas and change management processes
• Learn what it takes to conduct an effective organizational assessment
Angi Jennings, Six Sigma Black Belt, Adventist Healthcare
Track F: Customer Management
Using Customer Insight to Drive Innovation
• Understand the need for enhancing the customer experience
• Ensure growth through customer-focused innovation
• Determine your current customer touch points and transactions
Daniel Thorpe, SVP and Director of Statistics and Modeling, Insight, and Innovation, Wachovia
12:00
Networking Luncheon
1:00
Track A: Performance Management Systems
Optimizing Strategic Planning for Results
• Make the necessary linkages to transform strategy into action
• Take the next steps towards proper strategy formulation
• Learn the functional roles in strategic planning and their link to strategy execution
Track B: Show Me the Measures
Better Measures and Management to Drive Performance in Your Organization
• Build a credible model of your business and how your business works in that language
• Use the model to enable your leadership team and all employees to run the business better
• Ensure understandable communication for all constituents (e.g., employees, peers and executives)
Ed Martinez, Vice President, AT&T Finance
Track C: Employee Performance
Measuring and Improving Employee Engagement
• Develop individual employee performance plans that align training initiatives with goals set forth in your strategic plan
• Design training strategies which maximize employee potential
• Incorporate training into employee development plans and leadership opportunities
Michael Kannisto, Global Staffing Director, Bausch & Lomb
Track D: Financial Performance
Linking Finance with Growth and Strategic Management
• Identify the role that finance plays in strategic growth management
• Examine the changing dynamic of finance executives in business strategy and the role of finance and initiative planning
• Link financial planning, analysis and measurement to the overall performance management initiatives of the enterprise
Track E: Tying Lean Six Sigma to Strategy
Linking Six Sigma with Overall Organizational Strategy
• Learn how to integrate Lean Six Sigma initiatives into your overarching strategic plan
• Understand how to develop a strategic focus with end-outcome goals and process improvement initiatives in mind
• Start strategically thinking in terms of Lean Six Sigma and how to achieve organizational objectives
Angi Jennings, Six Sigma Black Belt, Adventist Healthcare
Track F: Customer Management
Improving Customer Satisfaction across Your Organization through Net Promoter Score
• Learn the advantages of Net Promoter Score (NPS) in creating simplified and timely customer responses
• Design and support the infrastructure to drive NPS across your organization
• Benchmark internally to identify appropriate training required
2:00
Networking Break & Exhibits
2:30
Track A: Performance Management Systems
Defining and Executing Strategy using the Balanced Scorecard
• Understand the key principles and the evolution of the Balanced Scorecard
• Analyze the 4 Balanced Scorecard principals:
1. Customer
2. Business
3. Learning and Growth
4. Financial
• Develop tools to implement a successful Balanced Scorecard within your organization
Jason Stults, Scorecard Manager, Reliant Energy, Inc.
Track B: Show Me the Measures
Transforming Performance Measurement
• Transform performance measurement in your organization from an adversarial reporting system that most people hate to a performance improvement system that people will eagerly embrace
• Help the people in your organization define the really important measures of success, make the right things happen consistently, and avoid measurement dysfunctions.
• Use performance measurement to increase teamwork, cross-functional collaboration and innovation
Tim Reed, Former VP, Enterprise Systems, McGraw Hill
Track C: Employee Performance
Linking Employee Engagement to Customer Satisfaction
• Integrate the human factor in enabling and promoting the customer experience
• Engage employees on the value of the customer experience
• Build a supportive reward and recognition system
Track D: Financial Performance
Economic Value Added: Utilizing EVA as a Performance Measure for Forecasting Corporate Financial Outputs
• Reducing budget preparation time while improving cooperation and usefulness
• Examining capital expenditures and automatically monitoring their performance over time
• Creating Value - encouraging managers to pursue value creating projects
Track E: Tying Lean Six Sigma to Strategy
Integrating Project Management with Lean Six Sigma Deployment
• Learn how to select the right projects for Lean Six Sigma
• Understand how to incorporate proven project management strategy into your Lean Six Sigma deployment
• Learn how to evaluate the key areas for improvement and target the low hanging fruit
Track F: Customer Management
Developing Key Customer Feedback Measures and Metrics
• Understanding the relationship between feedback analysis and improved competitive advantage
• Develop real-time customer feedback for timely responses and increased customer confidence
• Examine ways for precisely collecting, analyzing and reporting critical business issues
Raj Shroff, VP, Customer Centric Solutions, Cards Operations, Citi Cards
3:30
Track A: Performance Management Systems
Developing and Implementing an Office of Strategy Management
• Learn the necessary steps involved in creating a strategic management office and how such an office can improve organizational strategy formulation, execution, alignment and communication
• Integrate leading methods including the Balanced Scorecard into an overall business plan using the OSM as the charter watchdog for strategic success
• Increase the opportunity for success of a strategy-focused organization by using the Office of Strategy Management to increase communications through all levels of business, improving the chances of buy-in and adoption
Track B: Show Me the Measures
Linking Performance Management to Customer Satisfaction through Metrics
• Link measures of customer satisfaction, value, and loyalty to financial and performance management indicators
• Identify and incorporate metrics that reflect the organization’s critical success factors and business objectives as well as “Voice of the Customer” information to improve bottom line results
• Examine the impact of customer expectations and experiences on business result and performance management initiatives
Track C: Employee Performance
Talent Management and Succession Planning
• Build a strong talent management and development strategy in your company to guarantee efficient succession among leaders
• Assist managers in choosing the right developmental tools
• Recognize and align top talent in order to develop skill sets that meet relevant business challenges
Track D: Financial Performance
Budgeting Integration and Strategy Execution
• Align your budget to your strategy
• Reconcile business planning and budgeting with the strategy-oriented business
• Observe how budgeting links to the customer, internal processes, and employees to deliver long-term economic viability
Keith B. Hall, Retired SVP and CFO, LendingTree; Chairman, Audit Committee of the Board of Directors for Electronic Clearing House, Inc. and NewRiver, Inc
Track E: Tying Lean Six Sigma to Strategy
Managing Process Improvement Projects
• Learn how to effectively manage process improvement projects using core project management principles
• Understand how to establish a continuous business process improvement strategy
• Learn how to define the scope of your process improvement practices
Track F: Customer Management
Using Customer Segmentation to Enhance the Customer Experience and Drive Profitability
• Develop rich insights into your customers and define your service vision
• Utilize Segmentation to maximize the return on resource allocation and customer service
• Create tools that enable your employees to deliver on those propositions efficiently
David Muscato, Vice President, Customer Service & Operations, Nestlé Waters North America*
4:30
Exhibit Hours & Cocktail Reception
Discover the latest performance-based technology that is valued by high-performing organizations. Envision the endless possibilities for your company when you utilize these tools to satisfy all performance-related needs.
Following directly after the exhibit hours, please join us for a complimentary networking reception as a way to get to know your colleagues and speakers. You will have the opportunity to exchange ideas with your fellow delegates and can establish beneficial professional relationships.
7:30
Continental Breakfast & Exhibits
8:30
Keynote Address: Leading a Performance Management Culture in a Complex Organization: The Kaiser Permanente Journey
Kaiser Permanente is a uniquely structured, complex organization of more than 150,000 employees that has been building and deploying their online performance dashboard practice for more than 3 years. Hear directly from two leaders who have been hands-on during this entire process. They will discuss their approach to the organization, their Top Ten list for successful implementations, and the promise of the business practice for the future of Kaiser Permanente and healthcare.
9:30
Keynote Address: Implementing Strategy - The Art of Change Management
Moving beyond strategy definition is, without question, one of the biggest challenges that organizations face in the push to improve performance and remain competitive. For a proven business, execution is about performing at or above known standards. Hear about the realities of strategy execution and change management in a rapid growth environment, and learn five invaluable tools and techniques to make change happen better, faster. Consider how clean conceptual contexts can help make strategic execution a core competency in your business.
Roy Barnes, Former SVP of Strategic Management and Customer Development, Marriott Vacation Club International, and Principle, Blue Space Consulting
10:30
Networking Break & Exhibits
Track G: Strategy Execution
Formulating strategy is one thing. Executing strategy throughout the entire organization…that's the really hard part. Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it—and overcoming the difficult political and organizational obstacles that stand in their way. Organizations that excel at strategy execution know how to create sustainable value for customers and shareholders through defining key organizational capabilities and applying a balanced approach to business systems.
Track H: Using Metrics to Manage
Monitoring even a few key business metrics can create a more efficient managing system for your organization. Defining the overall goals and matching those goals with defined metrics will bring strategy substantially closer to execution. However, the fine line is found between the amount of metrics and if they clearly relate to goals. With the right amount of metrics, managing becomes straightforward. But, implement too many metrics and managing can become clumsy and complicated. Follow this track if you want to learn a more efficient way of implanting metrics and how they can be effective for your business.
Track I: Developing a Performance Culture
It may not be easily defined or quantified, but an organization’s culture is the key to its success or failure. High-performing organizations bring together the intangible leadership issues that define their unique character and rally people around a deeper sense of purpose. These strategies are made tangible through the strong implementation of management processes and systems that translate ideals into action. These sessions will offer a deeper look into what a high-performance culture looks like, how it is established and how to maintain it.
Track J: Performance Reporting
Your organization’s leadership team has put together a stellar strategy for success, with all the right measures in place to gauge overall performance, has communicated it to all levels and set all employees up with expectations of flawless execution. So…is your strategy working? What are your measures telling you? Performance data provides information, but it does not always tell the story of why and how a certain performance result has been produced. Large, growing organizations often find themselves asking this very question and not having the answer. Successfully reporting performance helps organizations further communicate their strategy, manage individual and overall performance and provide feedback that allows for better decision-making and for employees to act with confidence.
Track K: Maximizing Lean Six Sigma
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today.
Track L: Leveraging the Customer Experience
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth.
11:00-12:00
Track G: Strategy Execution
Strategy Mapping: Bridging the Gap Between Strategy and Execution
• Understand the principles behind Strategy Mapping, its virtues and its vital importance
• Identify key strategic goals and useful measures for accomplishing results while communicating between all business stakeholders to improve organizational output
• Create an organization that aligns both vertically and horizontally
Mark Lack, Manager, Planning and Financial Analysis, Mueller
Track H: Using Metrics to Manage
Moving from Metrics-Based Systems to Actionable Performance Management
• Use existing metrics dashboards and reports as part of a performance management system
• Understand the difference between metrics and KPIs, and how to choose which metrics should be published on a scorecard
• Leverage performance objectives to provide the context that gives operational dashboards more meaning and makes metrics more actionable
Track I: Developing a Performance Culture
Cascading Organizational and Business Line Priorities through All Levels of the Organization
• Ensure that each employee knows what is expected of them by communicating how their business unit goals and objectives relate to the overall strategy
• Utilize team planning and change management principles to mitigate risk and enhance engagement
• Establish “line of sight” performance reporting to instill accountability and transparency for progress
Ed Martinez, Vice President, AT&T Finance
Track J: Performance Reporting
Building and Managing a Performance Information System
• Understand and gain methodologies, tools and a framework for developing an enterprise architecture performance model
• Select leading and lagging indicators and measures that provide insightful, actionable analysis
• Implement a success-oriented measurement and reporting program
Track K: Maximizing Lean Six Sigma
Lean Tools: Understanding Value Stream Mapping, 5S and Kaizen
• Understand the key tools and techniques of value stream mapping
• Learn the principles of 5S as an approach to standardizing and improving the quality of the physical condition of the shop floor and front office areas
• Evaluate best practices and lessons learned in running Kaizen events
Eric Lussier, P.E., Director, Operational Excellence, WHX Corporation
Track L: Leveraging the Customer Experience
Driving Customer Experience to Build Customer and Employee Loyalty
• Segment experiences by customer types and customer values
• Prioritize touch point experiences and avoid technology traps
• Understand how your front line staff impacts your bottom line
Roy Barnes, Former SVP of Strategic Management and Customer Development, Marriott Vacation Club International, and Principle, Blue Space Consulting
12:00
Networking Luncheon
1:00
Track G: Strategy Execution
Dashboard Design: Choosing the Right Data and Key Performance Indicators
• Understand how KPIs impact your organization’s bottom line
• Develop a high-level snapshot of your organization based on effective KPIs
• Generate your KPIs into organizational results and effectively communicate them across the organization
Track H: Using Metrics to Manage
Incorporating Initiatives and External Benchmarking into the Management Process
Mike Carpenter, Manager, Corporate Planning and Analysis, Millipore Corporation
Track I: Developing a Performance Culture
Motivating Leaders and Employees to Create Service Culture Excellence
• Create a service motivation culture that encourages the service essential to high performance
• Enable employees to acquire the tools and support needed for exceptional service performance
• Demonstrate a commitment to service that influences others towards service and meaningful contributions
Track J: Performance Reporting
Planning for Effective Performance Reporting and Analysis
• Learn the components of a successful performance audit to improve data quality
• Assess your own organization’s process for reporting and identify actions to enhance it
• View sample reports and best practices in performance reporting
Track K: Maximizing Lean Six Sigma
Using the Voice of the Customer (VOC) Techniques to Identify Opportunities and Gain a Competitive Advantage
• Uncover methods to define and understand customers priorities and focus improvement efforts
• Create higher levels of customer satisfaction by educating your business on Lean Six Sigma VOC principles and tools
• Learn to effectively capture customer feedback to provide the best-in-class quality product or service
Eric Lussier, P.E., Director, Operational Excellence, WHX Corporation
Track L: Leveraging the Customer Experience
Leveraging Customer Data to Assess the Customer Experience
• Objectively assess the current customer experience
• Place yourself in the mindset of the customer
• Utilize customer data and determine new methods of generating customer profiles
2:00
Break in Exhibit Hall
2:30
Track G: Strategy Execution
Developing a Strategy to Create Profitable Customer Relationships
• Develop a customer-focused strategy to drive loyalty and growth
• Focus on the “bottom line” that really matters—your customers
• Understand the linkage between employee experience, customer experience and improved business results
Track H: Using Metrics to Manage
Boosting the Bottom Line: Measuring and Managing on Demand with a Practical EPM Framework
• Translate conceptual strategic objectives into concrete actions that are meaningful and focus on the proper tasks, processes and projects that truly drive performance
• Hear how to apply a model leveraging and complementing balanced scorecards, Six Sigma and process improvement initiatives, as well as traditional financial management
• Proactively manage, measure and monitor financial and/or operational performance and explain ‘why’ when performance does not meet expectations or targets
Track I: Developing a Performance Culture
Managing Organizational Change in Performance Initiatives
• Understand organizational culture and employee acceptance of change
• Craft programs to inform employees of workforce changes
• Establish relationships with other departments in your organization to help maintain an informed workforce
Sally Mizerak, President, Performance Drivers, Inc.
Track J: Performance Reporting
Improving the Integrity and Reliability of Performance Data
• Successfully collect and manage quality data in order to drive results
• Identify the challenges in collecting consistent and reliable data
• Learn how to perform an effective performance audit to improve data quality
Track K: Maximizing Lean Six Sigma
Developing Leadership Competencies: Selecting and Mobilizing Leaders around Lean Six Sigma
• Learn the key competencies that the leaders of the deployment must possess
• Effectively mobilize leaders around new leadership competencies
• Examine strategies for effectively developing the competencies that every leader on a Lean Six Sigma project must emulate
Tedd Simmons, former Vice President at General Cable, Organization Development and Chief Learning Officer, Founder of STA Group Consulting
Track L: Leveraging the Customer Experience
Driving a Customer Centric Culture in Your Organization
• Generate buy-in from the executive suite down to the shop floor
• Communicate the need for a memorable customer experience with your employees
• Maintain focus and engagement through the customer experience process
Scott Deaver, Executive Vice President, Strategy, Avis Budget Group
3:30
Closing Keynote: Developing and Capitalizing on a Performance Management System
This closing keynote session will say the final words on performance management. Throughout the conference, many topics have been discussed. Theories have been formulated to support performance management. Measures and metrics have been mapped for enhanced management flexibility along with many other performance topics. This session will show in detail what these performance strategies did for organizations to prove that the effort to implement a performance management system is truly worth the capital and dedication from employees.
4:30
Conference Adjourns
8:00
Continental Breakfast & Workshop Registration
9:00
Workshop A: Building and Designing Your Scorecard
A successful company and its leadership must have the ability to meet financial and customer expectations in a changing global economy. To win customer confidence and meet business plan objectives, the leadership team must not only develop a winning strategy, but drive results by turning the strategy into a reality through communication and a fact-based performance measurement system. In short, business leaders should be able to answer the following question with confidence:
Does every employee in the organization understand the business strategy and how he/she can contribute to the success of the strategy?
The harsh reality is that many business leaders don’t know the answer to this question and are seeing the effects of this on their bottom line. When utilizing a performance management system like the Balanced Scorecard, an organization commits to assessing, monitoring and improving performance while aligning employees with key objectives. Therefore, all levels of the organization have an effective tool to assess their progress, establish improvements and make changes if necessary. In this hands-on workshop learn how to effectively build, implement and manage your scorecard for results.
Topics for discussion include:
• Collect and define metrics and key performance indicators used to execute your strategic objectives
• Outline the values that the Balanced Scorecard can bring to your organization
• Understand how key performance indicators impact your organization’s bottom line
• Develop a high-level snapshot of your organization based on effective KPIs
• Generate data that drives organizational results and effectively communicates information across the organization
12:00
Networking Luncheon
4:00
Workshop Adjourns
Workshop B: Designing a Customer Experience for Increased Profitability and Market Share
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth.
• Measure the level of satisfaction with your current customer experience
• Improve customer loyalty to create a sustainable customer advantage
• Understand and assess current customer touch points and data
• Determine the ROI of customer engagements to build a business case that ensures executive and employee buy-in
• Learn how the design, creation and execution of customer experiences can drive customer satisfaction, loyalty and top-line revenue and profits
12:00
Networking Luncheon
4:00
Workshop Adjourns
Workshop C: Developing HR Metrics that Align with Company Mission and Drive Results
With over 500 human capital metrics, choosing the best ten for your organization is a difficult undertaking. In order to apply the most appropriate measures and metrics necessitates a defined company mission. Understanding company areas that need improvement and what you want to measure can help streamline the process.
• Receive over 500 different metrics to choose from and begin the process of selecting your handful of measures
• Understand the value of data reliability
• Develop tools to collect, compile and maintain critical information necessary for viable metrics
12:00
Networking Luncheon
4:00
Workshop Adjourns
Workshop D: Lean Six Sigma White Belt Certification
Our intensive White Belt Certification program is a basic course allowing government executives to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. These individuals will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. Attendees will learn how to utilize the key tools and techniques needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30 minute examination at the conclusion of the course to make sure they have a working knowledge of the information provided. After completion of the course, they will be prime candidates for Green Belt Training.
Key Learning Objectives:
• Understand the history and background of Lean Six Sigma
• Learn how to develop a project charter
• Evaluate the core concepts of Lean and Six Sigma
• Maximize your understanding of the Lean Six Sigma methodology
• Learn how to identify non-value added steps in your process
• Develop skills needed to manage the culture change
• Understand how to use data properly to effectively measure, analyze, improve and control performance
• Evaluate Voice of the Customer (VOC) techniques
• Examine the Cost of Poor Quality (CPQ)
• Learn key data collection strategies
• Receive basic statistics, graphical analysis and Statistical Process Control (SPC) training
Charis Grossman, Six Sigma Black Belt, Process Improvement, LLC
12:00
Networking Luncheon
4:00
Workshop Adjourns