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Performance Strategy & Change Management Brochure


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IQPC and the Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help you better executive strategy and enable change within your …

IQPC and the Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help you better executive strategy and enable change within your organization. Join us as we analyze proven performance and change management strategies that cultivate a productive and motivated workforce and facilitate an improved operational system increasing your bottom line.

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  • 1. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA Tuesday November 13th - Workshop Day PRE-CONFERENCE WORKSHOPS PERFORMANCE & CHANGE MANAGEMENT7:15 Registration for Workshop A st8:00 21 Century Balanced Scorecard Systems Historically, balanced scorecard systems have been defined by the performance measures that make up the final scorecard. Today, these systems are much more robust and are used to align an organization around the strategies that define the organization’s vision and mission. This workshop will teach you how to build your system from the strategic st components that already exist in your organization. Learn how a “21 century” scorecard system can help improve organization performance, alignment, and individual and corporate accountability. This is a “how to” workshop, developed and presented by the people who transformed scorecarding from simple performance measurement to integrated strategic planning and management -- the Balanced Scorecard Institute. How you will Benefit:  Build your scorecard system starting with the strategic elements you already have  Turn your measurement-focused balanced scorecard into a strategic performance management scorecard  Learn the critical elements that define a successful scorecard system  Learn how to align an organization -- people, strategy, and vision -- using a scorecard system Your Workshop Leader: Howard Rohm, Co-Founder of the Balanced Scorecard Institute and creator of the Nine Steps to Success™ Balanced Scorecard Framework10:00 Registration for Workshop B10:15 Change Management in an Exponential World Todays digital revolution is completely redefining the fundamental principles and practices of management. A 19th century linear management model is no longer sustainable in a 21st century exponential world. Recently the scientific world was astonished when, in only ten days, a disparate group of online student gamers used their collective intelligence to solve a molecular puzzle that had baffled the professorial experts for over a decade. When organizations have the processes to collate their collective wisdom, they quickly learn that nobody is smarter or faster than everybody. They also learn that leveraging collective intelligence is the key to managing change and achieving extraordinary performance. In this highly interactive session, you and your fellow participants will aggregate your own collective knowledge to quickly solve a difficult problem. And you will discover how you can turn this rich asset into a competitive advantage by creating a smarter, faster organization that easily moves at the pace of accelerating change. How you will Benefit:  Discover the new skills-set for successfully managing change in a more complex hyper-connected world  Understand the five fundamental disciplines that drive extraordinary performance  Learn how you can quickly collate your organization’s collective intelligence to define the right strategy and build employee buy-in.  Leave with a tool that will enable you to use the full diversity of knowledge within your organization to stay ahead of the pace of change Your Workshop Leader: Rod Collins, Owner, Wiki-Management, LLC12:15 Registration for Workshop C (Boxed Lunch will be served)12:30 Identifying the Right Measures to Drive Performance How you will Benefit  Identifying measurement methods  Understanding the difference among input, process, output, intermediate outcome, and end outcome measures  Measuring results  Measuring projects  Measuring employee performance  Effectively transitioning organization, departmental and employee strategy into measurable desired results  Develop strategic outcome and output –focused performance measures
  • 2. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA  Target and threshold setting Your Workshop Leader: Jerry Stigall, Director, Organization Development, Strategy, & Policy, Douglas County Government2:30 Registration for Workshop D The Neurobiology of Change: Working with the Brain, Instead of Against It Neuroscience has made great strides in the past two decades, providing a number of useful insights for leaders looking to drive change among employees, customers, and other stakeholders. The structure and function of the brain has a great deal to do with what people are able/not able to do – individually and collectively. This workshop will take a practical approach to some of the key barriers and enablers, with some refreshing stories about how they were discovered, ending with a review of Do’s and Don’ts, and opportunity for specific questions and applications to participants’ enterprises. How you will Benefit  Learn how resistance to change is “hard wired” into our brains  What Neuroscience tells us about what enables change  Learning and the brain  How to create an organizational learning environment that fosters adaptability, resilience, and better collaboration  Three practical steps you can use tomorrow Your Workshop Leader: Marsha Shenk, Founder, The BestWork® People4:30 End of Pre-Conference Workshop Day Wednesday November 14th -- Main Conference Day One8:00 Registration & Coffee8:45 Welcoming Remarks from the Chair9:00 KEYNOTE: Change Management in a Performance Culture In today’s fast-paced business environment, organizations have to innovate and transform themselves to remain competitive and serve their customers efficiently and effectively. Every organization builds itself by first establishing its own culture and incorporating change management into internal and external relationships with customers, employees and other stakeholders. How your organization deals with and overcomes both internal and external challenges inevitably helps shape your culture. This session will discuss the creation of an organization’s culture and effective ways to successfully incorporate change into performance management systems:  Discussing the keys to establishing effective culture changes  Dealing with resistance  Transforming an organization into high-performance  Common challenges and pitfalls10:00 KEYNOTE: Create a Strategic Line of Sight: Linking Organization Mission and Vision to Individual Performance In today’s increasingly complex organizational structures, increasing numbers of executives and senior managers are encountering the same issues. Once strategies, plans and objectives are conceptualized and created at the top, they need to be translated into the language of departments and individual performance. Challenging issues arise as the strategies, plans and objectives make their way down each successive level within the organization -- in many cases, in an increasingly unclear fashion. This session will focus on building a management system that communicates with clarity throughout the organization, so original strategy, plans and objectives are clearly understood. Topics include:  Integrating strategic planning and strategic management into a seamless, holistic system  Empowering every employee to understand and contribute towards the vision, mission and strategies of their organization  Providing concise, timely information that helps management see and understand what needs to be done and where to focus  Best practices in establishing a strategic line of sight and building individual and organization accountability, and employee buy-in Howard Rohm, Co-Founder of the Balanced Scorecard Institute and creator of the Nine Steps to Success™ Balanced Scorecard Framework10:45 Morning Networking & Refreshment Break11:30 Effectively Combining Change and Performance Management Methods & Tools Change management is a necessary component for any organizational performance improvement process to succeed. There are clear benefits to utilizing aspects of performance management within a change management program and vise versa. Supporting programs such as Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring
  • 3. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA and continuous process improvement can also be incorporated to achieve a higher level of success. This session will focus on:  Key benefits of combining change and performance management methods and tools  Discussing proven areas of success  Determining the when, where and how  Tools to help strategic planning and management professionals achieve results12:15 Networking Luncheon PERFORMANCE MANAGEMENT CHANGE MANAGEMENT1:15 CASE STUDY: Strengthening Your Strategic Focus & CASE STUDY: Building Awareness & Desire of the Need for Change Performance  The building blocks for change: understanding why both  Transforming the Dashboard into a more strategic awareness and desire play such an important role tool  Managing communications  Driving performance to best increase strategic  Addressing awareness through: Management success communications, customer input, marketplace changes  Determining the right objectives to help achieve and ready-access information your goals  Communication and tools to sharpen strategic focus  Selecting the right enablers to increase desire to  The strategic intent role of the Enterprise Strategy participate and support the change Group Elaine Furlow, Director Strategy & Planning, AARP2:00 CASE STUDY: Strategy Dynamics and Rapid Pace Innovation CASE STUDY: Leading your Employees through Change A Dynamic Model of the strategy process takes into  Addressing employee fears and concerns consideration that strategic planning is dynamic, partially  Ensuring good communication from the top down planned and partially unplanned. Design Thinking refers to  When should you delegates? Control the information you the methods and processes of creating innovative solutions give by using managers who know their staff and know for ill-defined problems. This session will explore the how best to communicate it intersection of Strategy Dynamics and Rapid Pace Innovation:  Enabling and encouraging employee feedback and  The evolution of strategy models and design questions thinking  Do you have the right coaching skills?  Overcoming time compression diseconomies  Keeping a balance between the overall needs of the  Causal ambiguity and capabilities organization and the individual needs  The systemic meta view Frank Mruk , Associate Dean, New York Institute of Technology2:45 Afternoon Networking & Refreshment Break3:45 CASE STUDY: Building or Enhancing your Balance Scorecard Methods to Sustain the Change: Measurement Systems, Rewards  Starting with the elements you have and Reinforcement  Understanding the critical elements of a best  Once change has been implemented and initially practice scorecard system embraced, how do you sustain that feeling?  Developing meaningful strategic and operational  What are the key measurements to focus on? performance measures  How do you ensure your rewards and reinforcement  Prioritizing and managing strategic initiatives system is motivating your employees?  Overcoming implementation and sustainability  How much communication with employees is required for challenges adequate feedback? OR Holistic Change Management: Enabling a Company to Effectively Change  Review the overall process: define, engage, deploy, ensure  Define: Create the logic  Engage: Capture the hearts and minds  Deploy: Take to the masses  Ensure: Secure the improvements  Combining the concepts of Lean Six Sigma, Project Management and traditional Change Management  Creating better opportunities for sustaining successful efforts for improvement4:30 PANEL DISCUSSION: Is everyone on the Same Page? Our morning session speaking faculty will join together for an open and interactive discussion highlighting crucial points discussed
  • 4. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA during the morning sessions. This discussion will cover culture chances, performance management and measurement, communications strategy, and establishing strategic line of sight from mission and vision to individual employees. Please come prepared with questions. This is the perfect opportunity to address and discuss specific challenges that you are facing in your organization. Or PANEL DISCUSSION: Management & Employee Buy-In: The Bases for Project Success and Effective Management  Step by step approach to ensuring management and employee buy-in  Building stakeholder engagement in an environment that is resistant to change  Fostering a culture of continuous improvement from the top down and ensuring leadership buy-in  Addressing the major pitfalls and challenges Moderator: Howard Rohm, Co-Founder of the Balanced Scorecard Institute and creator of the Nine Steps to Success™ Balanced Scorecard Framework5:15 Close of Main Summit Day One5:45 Cocktail Reception Thursday November 15th – Main Conference Day Two8:30 Registration & Coffee8:50 WELCOMING REMARKS FROM THE CHAIR9:00 KEYNOTE: Managing Great Change Means Changing How We Manage Do you find yourself wondering how you can get from where you are to where you want to be, when everything seems to be moving so fast? Are you feeling overwhelmed by an increasingly complex world where the rules of the game keep changing? Youre not alone. A recent survey of over 1500 chief executive officers found that the rapid escalation of complexity is the biggest challenge confronting organizations, and more than half of CEOs doubt their ability to manage it. Whether we realize it or not, the recent digital revolution has suddenly thrust us into a completely new world with a completely new set of rules. Rod Collins shares insights on how today’s best business leaders are mastering these new rules to not only keep pace with accelerating change, but also to create unprecedented extraordinary performance. This session will focus on:  Why the technology revolution has suddenly made collaborative peer-to-peer networks far smarter and faster than top- down hierarchies  The principles and practices of the innovative leaders who are redefining how to successfully manage businesses in an increasingly complex world  The five disciplines that are the foundation for the extraordinary performance of todays most successful organizations  How businesses can achieve unprecedented results by fully engaging the talents of everyone in the organization Rod Collins, Owner, Wiki-Management, LLC9:45 CASE STUDY: Establishing a Strategy Deployment Process: A Balancing Act Between a Top-Down & Horizontal Approach Through the use of strategy deployment processes aligning and linking business strategy and execution organizations like DePaul Industries are helping to ensure that organization-wide performance improvement initiatives yield strategic results. This approach has the ability to drive accountability and commitment, link employee performance with compensation, and facilitate prioritization. Join us in analyzing a case study of this hybrid approach that translates into goals and objectives. This session will focus on:  Understanding the need for strategy deployment and its benefits  Outlining DePaul’s approach on getting the right stakeholders involved  Addressing unique challenges that arise as a part of this process  Defining key elements and actual steps in implementing the process  Analyzing how ideas and metrics are exchanged vertically and horizontally in an organization to drive alignment Dave Shaffer, President, Chief Executive Officer, DePaul Industries10:30 Morning Networking & Refreshment Break11:15 CASE STUDY: Strategy Mapping: Visually Communicate Your Value Creation Story  Setting your priorities straight  Breaking down strategy into strategic objectives
  • 5. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA  Understand how objectives are linked in cause-effect relationships  Map your strategy to tell your story  Effectively using your strategy map Jerry Stigall, Director, Organization Development, Strategy, & Policy, Douglas County Government Gail Perry, Vice-President Strategic Solutions, Balanced Scorecard Institute12:00 Networking Luncheon PERFORMANCE MANAGEMENT CHANGE MANAGEMENT1:00 CASE STUDY: Incorporating Continuous Process CASE STUDY: Supporting Change through the Development of Improvement to Improve Performance -- It’s More Than a Competency and Knowledge Quality Initiative  Selecting training & performance building strategies that  Improving customer satisfaction through fulfills organizational needs continuous and incremental improvements to  Linking the training development strategy to the overall processes corporate performance  Recognizing the essential part played by talent  Continuously improving strategy and processes management and its benefits  Removing unnecessary activities and variations  Developing communication and inter-personal skills for  Building a continuous improvement culture to training ensure the long-term sustainability of your process  Conducting a company wide skills audit to help assess improvements both current and future corporate skill requirements  Continuously improving organizational skills &  competencies OR OR “Drinking the Kool-Aid Faster” : Accelerating Change Monitoring Organizational and Human Performance Against Management in Times of Change Your Organizations Strategic Goals  “Change is the only constant”  Setting strategic goals that support mission and  Key change management principles to accelerate results vision  Change Management Case Studies: Do’s and Don’ts  Creating actionable strategies and objectives to  Developing change management skills in your guide measurement organization  Monitoring strategy versus monitoring operations  How to manage change to achieve or exceed the goals and tactics with a big sense of urgency  Aligning individual performance with strategic goals  Converting expected accomplishments into performance elements  Rewarding desirable behavior1:45 Developing Meaningful Performance Measures of Results CASE STUDY: How to Attain efficiencies & ROI Using  Addressing the challenges of measurement-based Performance Scorecards and Dashboards management Organizations are increasingly looking at ways to drive higher  Translating strategy language into clear measurable business performance – at the individual department level and desired results across the organization. However, the inability to effectively  Developing strategic, outcome and output focused monitor and measure operations, establish a line of sight between performance measures the overall company strategy and supporting operations, plus the  Ensuring a quality reporting system lack of mechanisms that help drive improvements in  Key lessons learned underperforming areas are often cited as the biggest impediments  Major pitfalls and challenges in developing to achieving better business performance. Attend this session to performance measures and results learn how a local utility company:  Moved beyond just monitoring the business to creating Monica R. Allen, Performance & Evaluation Manager, Office an environment of continuous performance of Management and Budget, Mecklenburg County management to drive informed decision-making Managers Office  Received an ROI of $3 million by: automating their KPIs, analyzing the effectiveness of corporate initiatives, reducing budgets of non-performing projects, and lastly re-allocating resources for maximum success  Created line-of-sight from the executive level to individual contributor with a dedicated Performance Management team  Is now recognized as a Performance Management Champion with their peers in the utilities industry.
  • 6. AGENDA| 2nd Strategic Performance & Change Management November 13 - 15, 2012 New Orleans, LA Gary Filan, Vice President Global Sales, Performance Analytics Group, Actuate2:30 Networking & Refreshment Break3:15 CASE STUDY: Understanding Performance Analytics CASE STUDY: Influencing Customer-Facing & Customer-  Step by step approach to selecting the right Contributing Processes automation tools  Use the framework of joint customer value creation to  Examples of performance analytics in the real world find opportunities and drive customer involvement  Applying the theory and making it practical in your  Identifying and addressing internal and external organization complexity in customer-contributing processes  Managing internal compliance-focused stakeholders while still delivering value to the business and customers David Wilsey, Vice President of Education & Technology,  Influencing both internal and external processes Balanced Scorecard Institute  designing business and IT controls4:00 PANEL DISCUSSION: Creating the Perfect Action Plan for your Organization4:45 Main Conference Concludes