Agenda-at-a-Glance
Pre Conference Seminars: Tuesday, October 18, 2011
| 8:00 | Pre-Conference Seminar Registration and Continental Breakfast |
|||
| 9:00 | Seminar A*: Innovative Corporate Performance Management (CPM): Build a CPM Framework in Your Organization |
Seminar B*: Business Analytics Fundamentals: Effective Use of Information to Drive Positive Business Performance |
Seminar C*: Lean Six Sigma White Belt Certification |
Seminar D*: Identify the Right Measures to Drive Performance |
| 4:00 | Seminars Adjourn |
|||
*Lunch will be provided
Day One: Wednesday, October 19, 2011
| 7:30 | Registration, Continental Breakfast & Exhibits |
||
| 8:00 | Opening Remarks with Conference Chairman: Setting the Stage for Performance Management |
||
| 8:45 | Keynote Address: Identify Key Business Drivers and Measure their Impact on Performance Management |
||
| 9:45 | Networking Break and Exhibits |
||
| 9:55 | Leadership Panel: Design and Sell Your Corporate Vision |
||
| Track A: Design, Implement and Execute the Right Strategy |
Track B: Internal and External Performance Management |
Track C: Business Intelligence, Metrics and Analytics |
|
| 11:10 | Networking Break and Exhibits | ||
| 11:15 | Overcome Barriers to Designing and Executing Strategy |
How to Transform Performance Measurement in Your Organization |
Optimize Performance with the Balance of BI, Metrics, and Analytics |
| 12:15 | Lunch and Networking Break |
||
| 1:15 | Deep Dive Session: Bridge the Gap between Strategy and Execution |
||
| 2:45 | Networking Break | ||
| 3:00 | Interactive Session: A Step-by-Step Plan for Implementing World-Class Performance Management |
Interactive Session: Use Employee Performance Data to Increase Productivity |
Interactive Session: Realize the Power of Data-Drive Decision Making to Improve Performance |
| 4:30 | Cocktail Reception and Exhibit Hall |
||
| 6:00 | Cocktail Reception Adjourns |
||
Day Two: Thursday, October 20, 2011
| 7:30 | Registration and Continental Breakfast |
||
| 8:00 | Keynote Address: Increase Organizational Agility with a Flexible, Value-Driven Strategic Planning Process |
||
| 9:15 | Networking Break and Exhibits |
||
| Track D: Product Strategy & Performance |
Track E: Integrate Strategy and Performance Management as a Closed-Looped, Value-Added Process |
Track F: Link Planning, Budgeting and Forecasting |
|
| 9:30 | Product Road Mapping— Deliver Against your Portfolio Objectives (Develop Your Own Product Roadmap) |
Create an Integrated Performance Management Framework that Achieves Intended Outcomes |
Driver-Based Budgeting and Planning |
| 10:45 | Networking Break and Exhibits | ||
| 11:00 | Manage the Product Portfolio Across the Lifecycle |
Employ BSC Principles for Enterprise-Wide Alignment to Strategy |
Realize the Potential of Rolling Forecasts to be a Driver of Positive Change |
| 12:15 | Lunch and Networking Break |
||
| 1:15 | Interactive Session: Make Some Strategy Secisions in the Top Pricer Tournament™ |
||
| 2:45 | Networking Break and Refreshments |
||
| Track D, E and F Continued | |||
| 3:00 | Create an Ongoing Product Management Process that Provides Business Agility |
Leverage Risk Management to Facilitate Strategy Execution |
Discover How to Connect Innovative Budget Processes to Compensation |
| 4:00 | General Session: Chairperson Closing Remarks: Managing the Other Bottom-Line: Design a Customer Experience Strategy that Exceeds Performance Expectations |
||
| 4:30 | Conference Adjourns |
||
Pre-Conference Seminars
Tuesday, October 18, 2011
Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have immediate application. With these full-day application sessions, you will enhance your training experience by establishing a reference point of knowledge, language and methodologies for the rest of the event. These sessions will dive deep into Balanced Scorecard, Business Analytics and Lean Six Sigma to help improve your expertise and gain knowledge of practical tools to implement from field experts.
8:00 AM
Pre-Conference Seminar Registration & Continental Breakfast
9:00 AM – 4:00 PM, with a Networking Luncheon 12:00 – 1:00 PM
Seminar A:
Innovative Corporate Performance Management (CPM): Build a CPM Framework in Your Organization
In good times, strengths and weaknesses of a business model are often overlooked. In bad times, as with our recent global recession, weaknesses often come to the forefront. Market forces and prolonged recession have caused organizations to re-think their business models through innovative best practices. This workshop is meant to provide you with proven, real-world implementation insights from award-winning organizations who have found a way to champion their CPM processes and establish a long-lasting framework to ensure the efficacy of their performance management strategy. During this seminar you will:
• Learn the five key principals of self-scoring diagnostics
• Examine key strategic frameworks that leading companies have implemented
• Review various strategic planning methods and the application of strategy maps to drive initiatives
• Learn the CPM process blueprint and benchmark against award-winning organizations so that you can start to establish or refine your CPM capabilities
Bob Paladino
ASMI Senior Fellow; Founder, Bob Paladino Associates
Seminar B:
Business Analytics Fundamentals: Effective Use of Information to Drive Positive Business Performance
Research shows that companies using business analytics, predictive tools, and root cause analysis as part of their scorecard and BPM efforts achieve greater performance improvements than those using only scorecards. This interactive course introduces attendees to concepts of business intelligence, business analytics, data visualization, and how to effectively leverage information for business advantage. It covers collecting the data required for business analytics, common challenges and how to overcome them, and best practices for implementing business analytics to achieve improved business performance. Case studies demonstrate how leading companies use business analytics and the benefits they derive from doing so. Exercises provide an opportunity for attendees to apply analytic concepts to their own situations. Live demonstrations will present leading-edge analytic tools and actual techniques. During this seminar, you will:
• See highlights of a recently completed research study on how companies are using analytics in conjunction with their BPM program to achieve superior business results
• Hear examples of how successful organizations can leverage analytics for competitive advantage
• Identify essential elements of a business analytics program
• Discover common business and technical challenges to implementing business analytics
• Understand the role of data visualization in “telling the story” contained in data
Sid Ghatak, President, Rolling Forecast Solutions
Seminar C:
Lean Six Sigma White Belt Certification
Eliminating waste as a strategy for improving organizational performance is one of the key factors in any Lean Six Sigma initiative. Our intensive White Belt Certification seminar is a basic course allowing executives to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. Attendees of this seminar will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. You will also 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 ensure they have a working knowledge of the information provided. During this seminar, you will:
• 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 (focus on DMAIC – Define, Measure, Analyze, Improve, Control)
• Learn how to identify redundant 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, PMP, Six Sigma Black Belt – Sr. Consultant, St. Petersburg College, State College of Florida and the Performance Institute
Seminar D:
Identify the Right Measures to Drive Performance
Performance measurement is an integral part of any management system. We all know that whatever we decide to measure becomes the top priority and is often one of the first things to get done. In order to ensure efficiency in our management and reporting processes we must pay close attention to what we measure, and how we measure the various components that affect business performance. Many of us have fallen into the trap of establishing too many measures or, conversely, not having enough measures to really improve decision making. With the presence of innovative and improved data management techniques, it is imperative that our measures and metrics are allowing us to harvest insight from this information that will drive long-term corporate performance. In this highly-interactive workshop, we will:
• Learn leading practices in measurement identification and development
• Identify the measures that all managers should be establishing
• Link strategic measures to driving measures
• Discuss how to integrate strategic performance management and measurement
• Examine warning signs that let you know there are too many measures
Bill Barberg - President, Insightformation
George Robson - Sr. Consultant, Insightformation
Day One: October 19, 2011
7:30 Registration, Continental Breakfast & Exhibit
8:00 Opening Remarks with Conference Chairman
8:45 KEYNOTE
Identify Key Business Drivers and Measure their Impact on Performance Management
A successful business will need to measure performance in a broad range of areas as a means to ensure that strategies and tactics are optimized for company resiliency. A holistic approach to fulfilling this imperative requires that management understands the key drivers of the business and the potential positive and negative impacts these variables may have on performance outcomes. In this keynote session, you will discuss the importance of not only being able to identify these key business drivers, but also measuring and monitoring them to achieve a fully-integrated performance management system and process.
Joseph Havrilla, Chief Technology & Strategy Officer, and Sr. VP – Corporate Development & Innovations, MEDRAD, INC.
MEDRAD, INC. is a 2003 & 2010 Malcolm Baldrige National Quality Award Recipient
9:45 Networking Break and Exhibits
9:55 Leadership Panel: Design and Sell Your Corporate Vision
Countless businesses fail in maintaining their competitive landscape due to poor strategy execution, mismanagement of resources, and failure to engage their employees in key initiatives that are vital in making the corporate strategy realty. To successfully incorporate change, progress, and innovation, organizations must have change agents in place at each level of management. Each company has a sphere of different levels of management and leadership. Therefore, for a corporate strategy to really be embraced by all employees in the organization, all levels of leadership (from senior directors to middle managers) must utilize tools and resources that will allow them to relay and gain support from the employees on their teams. Once employees understand, visualize and know their direct contribution to the sought after initiatives, each unit will align in accomplishing the corporate objectives. Join our industry experts as they discuss lessons learned, resources they found helpful and the management methodologies that they rely on most when trying to implement their corporate strategy.
Moderator: Bob Paladino – ASMI Senior Fellow & President, Paladino & Associates
Colonel Donald Dellinger - Director, Continuous Process Improvement Office, National Guard Bureau
Mark Aesch – CEO, Rochester Regional Transportation Authority
Kim Hartwell – Senior VP, Corning Inc.
Rich Berens, President and COO, Root Learning
11:10 Networking Break & Exhibits
11:15 CHOOSE TRACK A, B or C
Track A: Design, Implement and Execute the Right Strategy
The strength of an organization’s performance is deeply rooted in the proper design, implementation and management of its strategic plan. The difficulties in designing a comprehensive strategy with all moving parts involved is also compounded by the challenge of properly implementing and executing it. To properly answer the question of designing and implementing the right strategy for your organization will mean answering important questions such as; identifying and evaluating the internal and external factors that are inhibiting positive growth. In this track, you will experience first-hand knowledge of effective methods in designing, implementing and executing your organization’s strategy.
Overcome Barriers to Designing and Executing Strategy
• Recognize internal factors such as work culture and resistance to change that may be hindering strategy design and execution
• Evolve past a reactive thinking approach to ensure constant strategy execution and proactive deficiency reduction
• Unite institutional silos to better communicate strategy goals for improved strategy design and execution
Eileen Timmins PhD., SVP Human Resource, R.J. O’Brien and Associates
Track B: Internal and External Performance Management
Modern approaches to performance management have acknowledged the need to evaluate both the internal and external factors that may be affecting organizational performance. Although some organizations have moved to evaluating results holistically, many are still languishing in outdated methods of management, which then negatively affect growth and results. Oftentimes, antiquated management and measurement systems neglect critical, non-financial business aspects affecting performance and thus fail to properly fulfill the company’s goals; eventually resulting in large amounts of waste and drain in resources. In this track, you will discover diverse concepts and models of thinking which will enable a positive paradigm shift within your management towards greater organizational excellence.
How to Transform Performance Measurement in Your Organization
• Identify high-leverage performance measures that will have a transformational impact on your organization
• Increase collaboration by integrating measurement across functions
• Create knowledge and wisdom from measurement by improving the dialogue around measurement
• Create a positive organizational climate for measurement so that people will eagerly embrace – rather than avoid or ‘game’ – it
Dr. Dean R. Spitzer, President, Dean R. Spitzer & Associates, Inc.
Employ BSC Principles for Enterprise-Wide Alignment of Performance Goals and Metrics
• Avoid the pitfalls of “analysis paralysis” through astute knowledge of and synergy between the different external, internal, operational and strategic perspectives measured by a Balanced Scorecard
• Positively impact your performance goals through a contextualized and holistic approach in analyzing results as viewed through a BSC perspective
• Cascade effective BSC principles within your organization for uniformed parameters for measurement and results
Optimize Performance with the Balance of BI, Metrics, and Analytics
• How automation and analytics increase the value of scorecards and dashboards
• How BI transforms business requirements into measureable business results
• How strategy and metrics are key to getting the ROI from BI initiatives
• Immediate actions and insights to begin optimizing your organization’s performance
Mitch Weisberg, Managing Director, Corporate Performance Management, Robbins Gioia
12:15 Lunch & Networking Break
1:40 Deep Dive Interactive Session:
Bridge the Gap between Strategy and Execution
• Identify and explore the traditional canyons that exist in our agencies that prevent us from achieving desired results.
• Experience proven learning methods on strategy activation
• Utilize a strategy map to communicate strategy to all employees and external stakeholders
• Determine what is needed from leaders, managers and individual contributors to successfully bring strategies to life
Rich Berens, President and COO, Root Learning
Len Kinor, Managing Director, Root Learning
2:45 Networking Break and Refreshments
3:00 CHOOSE INTERACTIVE SESSION I, II or III
INTERACTIVE SESSION I
A Step-by-Step Plan for Implementing World-Class Performance Management
• Discover the connection between business performance and employee engagement.
• Get tips how to overcome resistance to ensure organization-wide adoption.
• See why a "stair step" approach to performance management contributes to a sustained and successful performance management initiative.
• Learn how to continue refining performance management to respond to changes in priorities.
Pamela Stroko, Taleo HR Expert and Evangelist
INTERACTIVE SESSION II
Using Your Employee Performance Data to Increase Productivity
In this highly-interactive session participants will discuss and learn which metrics are key to track in the area of employee performance. A real-time case study will be explored giving participants hands-on experience in indentifying crucial employee metrics. As a result of this session attendees will:
• Understand how employee performance metrics are key to tracking strategic execution
• Understand the key components necessary for an effective performance management system
• Identify the three key performance areas that impact the bottom line
Cathy Missildine Martin -- Chief Performance Officer, Intellectual Capital Consulting
INTERACTIVE SESSION III
Realize the Power of Data-Driven Decision-Making to Improve Performance
• Discover the tangible benefits that effective BI practices can offer across your organization
• Utilize BI technologies to obtain historic, current, and predictive views of business operations
• Improve your decision making and long-term business planning with the data-driven insights generated from BI
Bill Swanson – President, CEO Decisions
4:30 Exhibits and Networking Cocktail Reception
Immediately following the conclusion of day one of the Performance Conference, attendees and presenters are invited to attend the complimentary cocktail reception. The reception will provide attendees with the opportunity to develop new contacts, facilitating long-term relationships for the sharing of innovative ideas.
6:30 Cocktail Reception Adjourns
Day Two: October 20, 2011
7:30 Registration & Continental Breakfast
8:00 Keynote Address
Increase Organizational Agility with a Flexible and Value-Driven Strategic Planning Process
Over the years, the concept of organizational agility has become a mainstay for many businesses. Implementing and improving organizational agility is the key to success in overcoming economic challenges. People need to understand the role your organization’s purpose, mission and vision play in creating value; organizations have to grasp the increasing importance of agility and dangers of rigidity in strategy, planning, and execution. This keynote will help you evaluate your impact on customer value and build organizational responsiveness, flexibility, and agility. More importantly, you will learn how to ensure that planning and performance are in sync with the changes your customers face and competitors impose.
John Evelyn – President, Trident Leverage Group
9:15 Networking Break and Exhibits Hall
Track D: Product Strategy & Performance
Dynamic markets, shifting customer needs, and competitive pressures require a perseverant approach to product performance. The product strategy’s overall purpose is to ensure that your company is achieving its corporate goals. Creating the right value proposition, positioning, and marketing mix require a keen understanding of the market and how to optimize effectiveness. This track will cover product planning and management techniques that will help you create a foundation for managing product performance.
Product Road Mapping: Deliver Against your Portfolio Objectives
(Develop Your Own Product Roadmap)
• Link business strategy and market data with product decisions
• Prioritize investments in customer needs or other product drivers
• Set more competitive, realistic targets based on your roadmap plan
Richard Obbo, Sr. Product Manager, AOL
Track E: Integrate Strategy and Performance Management as Closed-Loop, Value-Added Process
Successful companies understand how to link strategic planning, budgeting, and forecasting as a highly-integrated performance management process. Yet many organizations still struggle to come to grips with the challenge of effectively coordinating and managing these vital processes across functional areas of operations and finance. This track will discuss how to develop an integrated performance management system that monitors, manages, measures, and reports on organizational outcomes in a sustainable manner.
Create an Integrated Performance Management Framework that Achieves Intended Outcomes
• Link finance and strategy through a well-conceived budgeting & forecasting process
• Establish performance measures that are easily translated to both business and corporate strategies
• Create a transparent process for reporting that accurately informs management of business performance
Mark Aesch – CEO, Rochester Regional Transportation Authority
Create an Integrated Performance Management Framework that Achieves Intended Outcomes
• Link finance and strategy through a well-conceived budgeting & forecasting process
• Establish performance measures that are easily translated to both operational and business strategies
• Create a transparent process for reporting that accurately informs management of business performance
Track F: Link Planning, Budgeting and Forecasting
In many organizations, the budgeting process is a burdensome necessity. Too often, budget processes for optimizing business performance are viewed as untraditional rather than powerful tools to increase profit and better align business strategies to outcomes. Organizations must utilize their budgets to strategically deploy and allocate financial resources as well as establish targets and business drivers. Discover how to implement the right budgeting methods to enhance results.
Driver-Based Budgeting and Planning
• Identify cause and effect relationships to obtain detailed information about key drivers of financial performance
• Integrate key non-financial drivers with traditional financial data
• Rapidly assess the financial impact of different business scenarios
Jim Robertson – VP of FP&A, IES
10:45 Networking Break and Exhibits
11:00 TRACKS D, E, & F(Con’t.)
Track D: Product Strategy & Performance
Manage the Product Portfolio Across the Lifecycle
• Focus on how to allocate resources in order to maximize your product portfolio value and span across the market
• Align your product portfolio to support internal strategies for current goals, as well as long-term objectives
• Improve product quality and results by incorporating original documented data into your product framework
Amos Winbush III - Founder and Chief Executive Officer, CyberSynchs
Track E: Integrate Strategy and Performance Management as Closed-Loop, Value-Added process
Employ BSC Principles for Enterprise-Wide Alignment to Strategy
• Avoid the pitfalls of “analysis paralysis” through astute knowledge of and synergy between the different external, internal, operation and strategic perspectives measured by a Balanced Scorecard
• Positively impact your performance goals through a contextualized and holistic approach in analyzing results as viewed through a BSC perspective
• Cascade effective BSC principles within your organization for uniformed parameters for measurement and results
Jack Steel –CEO, Active Strategy
Track F: Link Planning, Budgeting and Forecasting
Realize The Potential of Rolling Forecasts to be a Driver of Positive Change
• Analyze a rolling forecast case study to learn how other companies are leveraging this method to improve ROI and reach sustainable levels of performance
• Discover how companies are leveraging rolling forecasts for more succinct financial planning
• Learn to utilize rolling forecasts to identify where changes need to be made in order to maximize profitability and minimize losses
Sid Ghatak – President, Rolling Forecast Solutions
12:15 Lunch & Networking Break
Make some strategy decisions in the Top Pricer Tournament™*
• Test your pricing-strategy skills against many other strategists
• Analyze methods to allow you to think better about competition, pricing, and achieving success
• Determine if you are the Top Pricer
Mark Chussil – Founder & CEO, Advanced Competitive Strategies (ACS)
2:45 Networking Break and Refreshments
Track D: Product Strategy & Performance
Create an Ongoing Product Management Process that Provides Business Agility
• Continuously monitor market dynamics and product metrics to ensure rapid adjustments to changing conditions
• Identify market, customer and product performance strengths and weaknesses
• Adopt processes that support an agile and adaptive strategy
Thomas Sexton, Founder and Lead Consultant, Sexton Consulting
Track E: Integrate Strategy and Performance Management as Closed-Loop, Value-Added process
• Leverage Risk Management to Facilitate Strategy Execution
• Understand the interdependencies of risk when formulating your risk strategy
• Identify key business drivers and account for their unpredictable impacts on the company
• Integrate ERM into the business processes to realize improved performance results
James Hannon, International Development Manager, Sungard Brokerage and Clearance
Track F: Link Planning, Budgeting and Forecasting
Discover How to Link Your Compensation Structure to Reinforce Strategy Execution
• Benchmark core processes to better understand performance gaps
• Apply benchmarking data to redefine your performance management strategy
• Establish high-level indicators of your performance that incite management to long-term performance planning
Amy Ellison –VP of Human Resources, Delta Dental- Kansas
4:00 General Session: Chairperson’s Closing Remarks – Develop and Capitalize on Your Performance Management Systems
This closing discussion will deliver 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 discussion will highlight in detail what these performance strategies do for organizations to prove that the effort put forth to implement a performance management system is truly worth the capital and dedication from employees.
Roy Barnes, Chairman
President, Bluespace Consulting
ASMI Senior Fellow