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  1. 1. THE PERFORMANCE CONFERENCE 2009 Measures, Metrics and Management Systems to Improve Organizational Performance and Profitability MAY 4-7, 2009 | ORLANDO, FL FEATURING TEN COMPREHENSIVE TRACKS: Measures and Metrics for Performance Management | Measure and Improve Employee Performance | Link Lean Six Sigma Methods to Strategy | Effectively Manage Business Intelligence | Essentials of Customer Management | Apply Metrics to Manage Performance | Foster and Promote a Performance Culture | Maximize Lean Six Sigma Tools | Incorporate Effective Business Analytics Improve the Customer Experience Where Leaders in Performance Management Gather to Share Ideas, Best Practices and Strategies www.ThePerformanceConference.com www.ThePerformanceConference.com 1
  2. 2. WHAT IS THE PERFORMANCE CONFERENCE? Business executives gather to explore the latest innovations and best practices in performance management and process improvement initiatives at the annual Performance Conference. The Performance Conference is led by speakers from the upper echelons of performance-based companies and organizations, focused on performance management systems, measures and metrics, employee performance and project management. By putting delegates in the room with the best in class in performance management and measurement professionals, The Performance Conference seeks to drive results and improve organizational performance and profitability. Who Will Be at The Performance Conference? TITLE • All C-Level Executives • Vice Presidents • Managers • Presidents • Directors • Analysts … and anyone involved in the planning, development and management of organizational performance. FUNCTION • Strategic Planning • Information Technology • Sales/Business Development • Human Resources • Customer Management • Finance • Marketing/Research/ Product Development • Operations INDUSTRY • • Education • Financial Services Technology and Telecommunications • Automotive and • Retail/Consumer Goods Transportation • Healthcare and • Travel, Hospitality and Pharmaceuticals Entertainment • Energy and Utilities • Industrial Manufacturing Achieve Your Enterprise Objectives through Comprehensive Performance Management 2 The Performance Conference 2009
  3. 3. LETTER FROM THE CONFERENCE CHAIRS Dear Colleague: The mortgage crisis, a weak dollar, low consumer confidence, inaccurate forecasts – the difficulties of the current eco- nomic landscape are clear. Over the last year, many organizations have reported serious drops in profitability. Most businesses understand how to survive in these kinds of economic conditions: budget cuts, re-evaluate hiring initiatives and invest more energy into sales efforts. Whether you call it a downturned economy, a “credit crunch” or a recession, the truth is that all industries have felt the impact. In an economic downturn, organizations too often make hasty business decisions influenced by an immediate need. Instead, organizations that utilize long-term planning help position themselves for success when riding out economic hardships. In a downturned economy, the role of performance management is more important than ever to improve operational efficiencies, cut costs and improve profitability. Performance management enables more effective man- agement by delivering a complete view of operations and processes and provides greater clarity and insight into your organization’s profitability, customers, operations and financial stability. To enhance your own efforts to define, implement and advance performance improvement strategies during a down- turned economy, you are invited to join leaders in organizational performance at The American Strategic Management Institute’s Performance Conference 2009, May 4-7, 2009 in Orlando, FL. At this national event, you will learn how to define and execute strategies within your organization that align with corporate goals and drive performance across all key business functions, including finance, workforce and operational performance. We will take a look at the various performance management and business intelligence solutions that provide valuable information and data as predictive indicators to increase sales, optimize inventory levels, reduce costs, improve profitability and spot relationships with customers that could lead to more business opportunities. Unlike any other event, The Performance Conference will focus on the challenge of aligning strategy with measures to achieve your enterprise objectives through comprehensive performance management. While everyone is looking for a way to improve their sustainable market advantage, a new differentiator has emerged: the purposeful management of service excellence. Ensure that employees know what is expected of them by commu- nicating how their business unit goals and objectives relate to overall organizational strategy. Achieve higher levels of performance through proper measurement and support, and establish “line of sight” performance reporting to instill accountability and transparency for progress. By creating, designing and executing memorable service excellence, you will build positive customer and employee relationships resulting in solid revenue growth in economic hardships. The nation’s leaders in performance management will be on hand for The Performance Conference 2009. Join them and you will emerge with powerful lessons and tools for driving real and immediate performance improvements in your organization. I look forward to seeing you in sunny Orlando! Best Regards, Stephanie Donaldson Roy Barnes Vice President of Education Former SVP of Strategic Management and Customer Development American Strategic Management Institute Marriot Vacation Club International President, Blue Space Consulting www.ThePerformanceConference.com 3
  4. 4. AGENDA AT-A-GLANCE Pre-Conference Seminars: Monday, May 4, 2009 *Lunch will be provided. 8:00 Pre-Conference Seminar Registration & Continental Breakfast 9:00 SEMINAR A SEMINAR B SEMINAR C Balanced Scorecard Fundamentals: Build and Budgeting and Forecasting: Create Your Lean Six Sigma Design Your Scorecard Roadmap for Change White Belt Certification 4:00 Seminars Adjourn Day One: Tuesday, May 5, 2009 7:30 Conference Registration, Continental Breakfast & Exhibits 8:00 Welcome Address and Opening Remarks by Chairperson 8:15 KEYNOTE ADDRESS Convert Strategy Into Action through Performance Management TRACK A TRACK B TRACK C Measures and Metrics for Measure and Improve Employee Performance Link Lean Six Sigma Methods to Strategy Performance Management 9:00 Connect Strategic Planning and Organizational Develop an Appraisal System to Manage, Align Lean Six Sigma with Overall Results to Performance Management Measure and Improve Employee Performance Organizational Strategy 10:00 Networking Break in Exhibit Hall 10:30 Formulate, Align and Integrate Performance Track the Effectiveness of Your Organization: Build Key Infrastructure for a Successful Lean into Your Business Strategy Measuring What’s Important Six Sigma Deployment 11:30 Select the Right Measures for Enhanced Increase Performance through Talent Select and Mobilize Leaders Around Six Corporate Performance Management and Succession Planning Sigma Initiatives 12:30 Networking Luncheon & Exhibit Hall TRACK A (Continued) TRACK D TRACK C Measures and Metrics for Foster and Promote a Performance Culture Maximize Lean Six Sigma Tools Performance Management 1:15 Leadership’s Role in Managing and Develop a Performance Management System Use Voice of the Customer Techniques to Implementing Performance Measure through to Manage and Track Performance Gain a Competitive Advantage Balanced Scorecard Initiatives 2:00 Dubai Cascade Organizational Business Line Priorities Lean Tools: Understand Value Stream through All Levels of the Organization Mapping, 5S, and Kaizen 2:45 Networking Luncheon & Exhibit Hall INTERACTIVE SESSIONS 3:15 Strategy Mapping: Bridge the Gap Between Budget Performance: The Role of Key Project Performance: Implement Effective Performance Strategy and Execution Business Drivers in the Budgeting Process Project Performance Strategies to Increase Bottom-Line Results 4:30 Exhibit Hall Hours & Networking Cocktail Reception 5:30 Adjourn Top 10 Reasons to Attend 1 2 3 4 5 AMPLIFY the DRIVE a PERFECT Your DEVISE ENHANCE Your Performance of Customer-Centric Performance Measures for Your Performance Your Employees Culture in Your Reporting Organizational Management Organization Goals System 4 The Performance Conference 2009
  5. 5. AGENDA CONTINUED Day Two: Wednesday, May 6, 2009 7:30 Continental Breakfast & Exhibits 8:00 Opening Remarks by Chairperson 8:10 KEYNOTE ADDRESS The Art of Change Management 9:00 KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization 10:00 Networking Break in Exhibit Hall TRACK F TRACK G TRACK H Apply Metrics to Manage Performance Effectively Manage Business Intelligence Essentials of Customer Management 10:30 Boost the Bottom Line: Use Metrics to Design Integrated Business Metrics to Develop Key Customer Feedback Measures Manage on Demand with Practical Maximize Performance and Metrics EPM Solutions 11:30 Balanced Scorecard Design: Choose the Key Use Performance Modeling and Dashboards Case Study: How Hewlett-Packard Innovates Performance Indicators to Link Strategy to Operations using Marketing and Sales Strategies to Improve the Customer Experience 12:30 Networking Luncheon & Exhibit Hall TRACK F (Continued) TRACK I TRACK J Apply Metrics to Manage Performance Incorporate Effective Business Analytics Improve the Customer Experience 1:30 Link Innovation to Performance Measures to BI Performance Dashboards: Drive the Customer Experience to Build Drive Sustainable Growth Measure, Monitor, and Manage Your Customer and Employee Loyalty Business Performance 2:15 Identify Key Business Drivers to Improve Gather and Interpret Data to Understand Move from a Corporate-Focused to Organizational Performance Predictive Analytics and Drive Strategy Customer-Focused Organization 2:45 Networking Luncheon & Exhibit Hall INTERACTIVE SESSIONS 3:15 Understand and Implement Effective Risk Assess Your BI Maturity: Take BI to the Build a Customer-Centric Culture of Management Strategies Next Level Performance in Your Organization 4:00 Chairperson’s Closing Remarks: Developing and Capitalizing on a Performance Management System 4:30 Adjourn Post-Conference Workshops: Thursday, May 7, 2009 8:00 Post-Conference Workshop Registration & Continental Breakfast 9:00 WORKSHOP A WORKSHOP B WORKSHOP C Lead and Organize Business Intelligence Design a Customer Experience for Increased Implement Proven Strategies to Ensure a Teams: Improving Individual and Profitability and Market Share Successful Six Sigma Deployment Team Performance 12:00 Workshops Adjourn 6 7 8 9 10 DESIGN Integrated MEASURE UTILIZE Customer UNDERSTAND PLAN and Business Metrics and Improve Insight to Drive Predictive Implement the to Maximize Employee Innovation Analytics to Value of Lean Performance Engagement Drive Strategy Six Sigma www.ThePerformanceConference.com 5
  6. 6. PRE-CONFERENCE SEMINARS Monday, May 4, 2009 Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have immediate application. With this full-day application session, you will enhance your training experience by establishing a reference point of knowledge, language and methodologies for the rest of the event. These seminars will dive deep into Balanced Scorecard, budget forecasting and Lean Six Sigma to help improve your expertise and gain knowledge of practical tools to implement from field experts. Enrollment space is limited, so register today to reserve your place. 8:00 Pre-Conference Seminar Registration & Continental Breakfast 9:00 SEMINAR A SEMINAR B Balanced Scorecard Fundamentals: Build and Design Budgeting and Forecasting: Create Your Road Map Your Scorecard for Change Understanding the fundamentals of the Balanced Organizations struggling to improve the efficiency and Scorecard (BSC) methodology is critical to maximizing effectiveness of Budgeting and Forecasting often settle for the execution of strategy. This workshop, including incremental improvements when more comprehensive hands-on exercises, will help you learn how to integrate change is needed. This session describes how top finance proven BSC tools and techniques to achieve breakthrough organizations are saving time and improving results by results. Learn the basics of Balanced Scorecard design shifting from traditional budget development and control and deployment, while gaining insights into the potential to the use of more robust tools like relative performance pitfalls and hurdles to successful implementation. measurement, cost control and rolling forecasts. Find Discover the best practices in the latest BSC advancements out how to transform your company’s budgeting and to accelerate your results towards a strategy-aligned forecasting cycle into an adaptive financial model. organization. Completion of this workshop will help Evaluate your company’s strengths and weaknesses to you translate BSC theory into concrete results for your improve your existing processes. This workshop you will: organization. Develop a solid understanding of key BSC • Analyze the effectiveness of your existing management concepts and misconceptions. processes • Receive complimentary copy of Harvard Business • Create a road map for effective implementation of School #1 ranked Hall of Fame Case Study “Crown improved processes Castle International” (program directed by trainer Bob • Move from traditional models to continuous planning Paladino) and adaptive control • Learn 25 Hall of Fame best practices and valuable • Learn from best practices case studies lessons – and pitfalls to avoid MITCH MAX • Learn how to use established tools and templates to help Managing Partner accelerate your results DecisionVu • Discover a roadmap for the journey to developing, deploying and cascading strategy maps and scorecards • Understand the key links to BI, covered more completely in the afternoon workshop BOB PALADINO Former SVP, Crown Castle International Founder, Bob Paladino & Associates 6 The Performance Conference 2009
  7. 7. PRE-CONFERENCE SEMINARS CONTINUED Monday, May 4, 2009 9:00 12:00 SEMINAR C Networking Luncheon Lean Six Sigma White Belt Certification Our intensive White Belt Certification program is a 1:00 basic course allowing executives to understand the SEMINAR A (CON’T): underlying concepts, methods and tools needed for Lean Balanced Scorecard Fundamentals: Build and Design Six Sigma deployment. These individuals will gain a your Scorecard 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 SEMINAR B (CON’T): Budgeting and Forecasting: Beyond Budgeting: needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30-minute examination at the Create Your Road Map for Change conclusion of the course to ensure they have a working knowledge of the information provided. After completion SEMINAR C (CON’T): of the course, they will be prime candidates for Green Belt Lean Six Sigma White Belt Certification Training. Key Learning Objectives: • Understand the history and background of Lean 4:00 Six Sigma Workshops Adjourn • Learn how to develop a project charter • Evaluate the core concepts of Lean and Six Sigma “The diversity of opinions all converged • Maximize your understanding of the Lean Six Sigma methodology (focus on DMAIC – Define, Measure, Analyze, Improve, Control) on the same common problem: • Learn how to identify non-value added steps in your process How best to drive results with • Develop skills needed to manage the culture change • Understand how to use data properly to effectively business performance management measure, analyze, improve and control performance • Evaluate Voice of the Customer (VOC) techniques and measures? The Performance • Examine the Cost of Poor Quality (CPQ) • Learn key data collection strategies Conference highlights different theories, • Receive basic statistics, graphical analysis and Statistical Process Control (SPC) training techniques and tools to establish CHARIS GROSSMAN Six Sigma Black Belt Senior Fellow, The Performance Institute a process-oriented performance management system.” FRANK FALZON Director of Customer Business Planning & Analysis MasterCard International Incorporated www.ThePerformanceConference.com 7
  8. 8. DAY ONE Tuesday, May 5, 2009 7:30 Registration, Exhibits & Continental Breakfast 8:00 Welcome Address and Opening Remarks by Chairperson ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 8:15 KEYNOTE ADDRESS Performance Excellence: Connecting Organizational Strategy to Individual Execution Moving from strategy definition to strategy execution is one of the biggest challenges that organizations face in the push to improve performance and remain competitive. The majority of organizations, large and small, continue to struggle with effectively communicating strategy and, in turn, converting strategy into operational execution and individual performance. Implementing a performance management system is often the key to success in bridging this gap, but the intricacies of implementation can be intimidating and often overwhelming. This keynote presenter will address the struggles that many organizations face when converting strategy into execution, how to effectively align performance and accountability, and the benefits that await your organization. ADAM COHEN National Vice President, Strategy Integration UnitedHealthcare 10:30 Networking Break & Exhibits “Implementing what is talked about in these conferences transitions your organization from good to great.” DAVE LAMASCUS Arsenal Digital Solutions 8 The Performance Conference 2009
  9. 9. TRACK OVERVIEWS TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT 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. However, executives and managers continually struggle with finding the “right measures” that will produce higher levels of growth and performance. Implementing, managing and utilizing meaningful measures for your performance management system is no easy task, but it is certainly attainable and organizations quickly see extensive rewards in successful implementation. These sessions will offer best practices and techniques to effectively utilize and implement a performance management system within your organization and assist in finding the right measures to incorporate into your performance management system. TRACK B: MEASURE AND IMPROVE EMPLOYEE PERFORMANCE Employee improvement thrives when there is a clear line of sight between 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 organization’s productivity and performance potential can grow exponentially. 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 C: LINK LEAN SIX SIGMA METHODS 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 D: FOSTER AND PROMOTE 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 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 E: MAXIMIZE LEAN SIX SIGMA TOOLS 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. www.ThePerformanceConference.com 9
  10. 10. DAY ONE CONTINUED Tuesday, May 5, 2009 CHOOSE TRACK A, B, C, D OR E: 9:00 TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE TRACK C: LINK LEAN SIX SIGMA METHODS PERFORMANCE MANAGEMENT EMPLOYEE PERFORMANCE TO STRATEGY Connect Strategic Planning Develop an Appraisal System to Align Lean Six Sigma with Overall and Organizational Results to Manage, Measure and Improve Organizational Strategy Performance Management Employee Performance • Learn how to integrate Lean Six Sigma initiatives into your • Make the necessary linkages to • Provide effective evaluations to overarching strategic plan transform strategy into action set goals, clarify expectations and enhance employee performance • Understand how to develop a • Take the next steps towards proper strategic focus with strategy formulation • Establish criteria for an ideal end-outcome goals and process appraisal system and appoint an • Learn the functional roles in improvement initiatives in mind implementation team strategic planning and their link to • Start strategically thinking in terms strategy execution • Communicate how performance of Lean Six Sigma and how to measurements directly relate to DENNIS KOCI achieve organizational objectives individual and organizational goals Former SVP Operations ANGI JENNINGS Hilton Hotel Heath Management Engineer Adventist Health System 10:00 Networking Break & Exhibits 10:30 TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS TO PERFORMANCE MANAGEMENT PERFORMANCE STRATEGY Formulate, Align and Integrate Track the Effectiveness of Build Key Infrastructure Performance into Your Your Organization: Measuring for a Successful Lean Six Business Strategy What’s Important Sigma Deployment • Align your budget to your strategy • Align performance incentives • Lay the foundation for a to individual and organizational successful and effective Lean Six • Reconcile business planning strategy to drive performance Sigma initiative and budgeting with the strategy- oriented business • Identify key levers to motivate and • Examine the resources and improve employee productivity requirements for deploying Lean • Observe how budgeting links to Six Sigma and how to align those the customer, • Avoid common obstacles to resources to your mission and internal processes, and employees implementing incentives by end-outcome goals to deliver long-term economic identifying non-value add viability incentives • Identify key tools used to accomplish organizational JEAN NITCHALS KATHLEEN CHAVANU objectives through process Former Senior Financial Analyst, Best Buy Director of Performance Improvement improvement projects Manager, eCaptial Advisers Children’s National Medical Center JOHN MURPHY Asst Vice President Operations Process Excellence CSX Transportation 10 The Performance Conference 2009
  11. 11. DAY ONE CONTINUED Tuesday, May 5, 2009 11:30 TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS PERFORMANCE MANAGEMENT PERFORMANCE TO STRATEGY Select the Right Measures to Increase Performance through Select and Mobilize Leaders Enhance Corporate Performance Talent Management and around Six Sigma Initiatives Succession Planning • Identify the challenge of selecting • Learn the key competencies that the right set and number of the leaders of the deployment • Execute a strategic succession plan measures for results must possess by assessing the current talent • Develop metrics that allow pool to keep talent • Effectively mobilize leaders employees to link their activities around new leadership • Effectively communicate with and outputs to overall corporate competencies your workforce to create a objectives and goals seamless transition • Examine strategies for effectively • Define the link between corporate developing the competencies • Sustain knowledge within your goals and major operational business to improve overall JEFF SLATER perspectives organizational performance Senior Productivity Leader GEOFF GRUSON Sonoco Executive Director Police Sector Council 12:30 Networking Luncheon & Exhibit Hall 1:00 TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS TRACK A: MEASURES AND METRICS FOR PERFORMANCE PERFORMANCE CULTURE Use Voice of the Customer Techniques MANAGEMENT Develop a Performance Leadership’s Role in Managing to Gain a Competitive Advantage Management System to Manage and Implementing Performance • Uncover methods to define and and Track Performance Measure through Balanced understand customers’ priorities and Scorecard Initiatives • Prioritize key objectives that serve as the focus improvement efforts foundation for measures and initiatives • Create higher levels of customer • Learn the role leadership plays in • Manage and track performance satisfaction by educating your business on translating vision and mission into management to increase productivity Lean Six Sigma VOC principles and tools organizational strategy • Learn various frameworks that identify • Learn to effectively capture customer • Create a strategy-focused organization the big picture when managing feedback to provide the best-in-class with BSC tools and techniques performance programs quality product or service • Develop a strategy that centers on the JOSH STALKER JEFF SLATER values and core competencies of your Strategy Management Sr. Mgr Senior Productivity Leader organization Lockheed Martin Sonoco DENNIS KOCI Former SVP Operations Hilton Hotel www.ThePerformanceConference.com 11
  12. 12. DAY ONE CONTINUED Tuesday, May 5, 2009 2:00 TRACK A: MEASURES AND METRICS FOR TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS PERFORMANCE MANAGEMENT PERFORMANCE CULTURE Lean Tools: Understand Value Build a Corporate Performance Cascade Organizational Business Stream Mapping, 5S and Kaizen Management Framework Line Priorities through All Levels • Understand the key tools and of the Organization • Align performance objectives with techniques of value stream the corporate strategy leveraging • Ensure that each employee mapping existing IT systems and enterprise knows what is expected of them • Learn the principles of 5S as an architecture infrastructure by communicating how their approach to standardizing and • Achieve higher levels of efficiency business unit goals and objectives improving the quality of the through effective reporting cycles relate to the overall strategy physical condition of the shop and communication • Utilize team planning and change floor and front office areas • Gain a greater understanding management principles to mitigate • Evaluate best practices and lessons of current performance levels risk and enhance engagement learned in running Kaizen events and devise a roadmap for the • Establish “line of sight” ANGI JENNINGS journey ahead performance reporting to instill Heath Management Engineer accountability and transparency Adventist Health System for progress GLEN GOODNIGHT Senior Vice President BAE Systems 2:45 Networking Break in Exhibit Hall “Great speakers, great presentation— I wish my colleagues had been here too!” TRACY MCGURRAN VP of Client Services, Insurance Technologies 12 The Performance Conference 2009
  13. 13. DAY ONE CONTINUED Tuesday, May 5, 2009 3:15 INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative methods to overcome challenges and capitalize on opportunities. INTERACTIVE SESSION A: INTERACTIVE SESSION B: INTERACTIVE SESSION C: Strategy Mapping: Budget Performance: Project Performance: Bridging the Gap between The Role of Key Business Drivers Implement Effective Project Strategy and Execution in the Budgeting Process Performance Strategies to Increase Bottom-Line Results • Understand the principles behind • With the right tools, key business Strategy Mapping, its virtues and drivers such as market conditions, • An organization’s success is its vital importance performance measurements, dependent on the strength and customer demographics and • Identify key strategic goals and focus of its projects. When marketing activities can be tracked useful measures for accomplishing companies lose valuable time and to help uncover budgeting trends results while communicating resources reworking projects, and to recognize what to look for. between all business stakeholders missing deadlines and shifting to improve organizational output • Define and test linkages of focus, organizational merit folds drivers to measure financial and in on itself, turning possible • Create an organization that aligns business performance triumphs into eventual failures. both vertically and horizontally • Explore measurements and metrics • Understand the value of LARRY HALBACH for various business factors that learning best practices in project Executive Vice President can be incorporated into your management The Balanced Scorecard Institute forecasting • Define project success criteria to • Understand business driver cause- increase business value and-effect relationships • Improve project performance and align strategic initiatives BOB PALADINO through innovations in project Former SVP, Crown Castle International management methodologies Founder, Bob Paladino & Associates 4:30 Exhibit Hall Hours & Networking 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 establish beneficial professional relationships. 5:30 Adjourn www.ThePerformanceConference.com 13
  14. 14. DAY TWO Wednesday, May 6, 2009 7:30 Continental Breakfast & Exhibits 8:00 Opening Remarks by Chairperson ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 8:10 KEYNOTE ADDRESS The Art of Change Management As uncertain times come upon organizations, leaders are faced with new, complex and daunting challenges. Leadership skills and organizational strategies require flexibility and change. In this session, you will learn invaluable tools and techniques to embrace transformation and to incorporate change management into your organizational strategy. 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 Marriot Vacation Club International President, Blue Space Consulting 9:30 KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization 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. The combination of smart people and smart processes elevates a company from a “thinking organization” to a “doing organization”. We all recognize that success depends on linking corporate goals with employee behavior, but the key lies in focusing on people to create a culture that inspires, enables and measures top performance. This keynote address will offer best practices and techniques to effectively utilize and implement a performance management system within your organization to communicate goals and motivate employees. SCOTT GRIFFITH Chief Executive Officer Zipcar 10:00 Networking Break in Exhibit Hall 14 The Performance Conference 2009
  15. 15. TRACK OVERVIEWS TRACK F: APPLY METRICS TO MANAGE PERFORMANCE 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 G: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE Business Intelligence (BI) focuses on the use of information to drive effective business actions. Capturing, organizing and communicating the key business requirements for your BI program requires an approach that aligns your company’s business strategy and objectives with the technical infrastructure to deliver the right management information to the right people at the right time. Learn how to use BI to execute strategy, optimize business processes and improve performance. TRACK H: ESSENTIALS OF 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. TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS Business analytics is at the forefront of BI and focuses on the effective use of data and information to drive positive business actions. It is through analytics that business managers and analysts achieve the insights that lead to informed and innovative business decisions. Yet analytics is a complex field that involves many disciplines ranging from statistics to data visualization. Understand the concepts of business metrics and the use of dashboards, scorecards and data mining, and learn how companies are using analytics and data as a predictive indicator to improve profitability and reduce costs. TRACK J: IMPROVE 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 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. www.ThePerformanceConference.com 15
  16. 16. DAY TWO CONTINUED Wednesday, May 6, 2009 CHOOSE TRACK F, G, H, I OR J: 10:30 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT BUSINESS INTELLIGENCE Boost the Bottom Line: Use Develop Key Customer Feedback Design Integrated Business Metrics to Manage on Demand Measures and Metrics Metrics to Maximize with Practical EPM Solutions • Use Voice of the Customer Performance research to better understand • Translate conceptual strategic • Determine the right metrics customer loyalty objectives into concrete actions that to measure and ways to keep are meaningful and focus on the • Review a case study of how one them current in a continuously proper tasks, processes and projects company transformed from a changing business environment that truly drive performance poor performer to best-in-class in • Learn techniques to ensure customer satisfaction and loyalty • Hear how to apply a model cohesion, assure consistency and leveraging and complementing • Understand the relationship avoid conflict among metrics balanced scorecards as well as between feedback, metrics, traditional financial management • Learn where to start and how analysis and improved business much will it cost performance • Proactively manage, measure and monitor financial and/or operational BRUCE R. WHITELY STEWART COLLINS performance and explain ‘why’ Chief Information Officer Global Director of GuestPath when performance does not meet JJ Taylor Companies, Inc Delaware North Companies expectations or targets JEAN NITCHALS Former Senior Financial Analyst, Best Buy Manager, eCaptial Advisers 11:30 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT BUSINESS INTELLIGENCE Balanced Scorecard Design: Case Study: How Hewlett-Packard Use Performance Modeling and Choose the Key Performance Innovates using Marketing and Dashboards to Link Strategy to Indicators Sales Strategies to Improve the Operations Customer Experience • Understand how KPIs impact your • Evaluate your company’s organization’s bottom line • Understand the strategic organizational and technical • Develop a high-level snapshot of investments necessary between readiness to undertake a successful your organization based on marketing and sales as it relates to performance dashboard project effective KPIs customer segments • Create effective KPIs that change • Generate your KPIs into • Discuss how to develop your intention organizational behavior and organizational results and and strategic direction to achieve improve performance effectively communicate them • Examine ways to invest, and make • Integrate existing performance across the organization tradeoffs, between these two dashboards and metrics using a top- functions that drive and manage the BOB PALADINO down or bottom-up approach customer experience Former SVP, Crown Castle International LEN VITTO Founder, Bob Paladino & Associates TARA AGEN Business Intelligence Manager Chief of Staff, Business Strategy and Planning Chico’s FAS Inc Hewlett-Packard LaserJet and Enterprise Solutions 16 The Performance Conference 2009
  17. 17. DAY TWO CONTINUED Wednesday, May 6, 2009 12:30 Networking Luncheon & Exhibit Hall 1:00 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Link Innovation to Performance BI Performance Dashboards: Drive the Customer Experience Measures to Drive Measure, Monitor and Manage to Build Customer and Sustainable Growth Your Business Performance Employee Loyalty • Leverage organizational resources to • Evaluate your company’s • Segment experiences by customer innovate in a competitive environment organizational and technical types and customer values readiness to undertake a successful • Integrate innovation performance • Prioritize touch-point experiences performance dashboard project measures to discover and avoid technology traps growth opportunities • Create effective KPIs that change • Understand how your front-line staff organizational behavior and • Track and measure data to effectively impacts your bottom line improve performance demonstrate ROI of innovation ADAM KRANITZ • Integrate existing performance Global Search Marketing Strategist dashboards and metrics using a top- Avid Technology, Inc. down or bottom-up approach JEFF GILL Senior Director of Network Surveillance Comcast 2:15 TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Gather and Interpret Data to Identify Key Business Drivers Move from a Corporate-Focused to Understand Predictive Analytics to to Improve Organizational Customer-Focused Organization Drive Strategy Performance • Make loyalty the core strategy • Understand the basic principles and • Recognize the drivers that will • Develop a brand culture around terminology for predictive analytics uncover trends and align priorities the customer with business direction. • Learn how to define business • Create a customer-focused strategy objectives for a predictive analytics • Understand business drivers and gain embraced at the top and on the line model a real-time view into key metrics that LAURA DESOTO drive performance • Use data as a predictive indicator to SVP Strategic Initiatives leverage your strategic objectives and • Identify, measure and track Experian improve profitability, reduce costs key business drivers to SANDY ANDERSON and market more effectively manage performance Vice President JONATHAN GREENBERG Experian Business Intelligence Manager, IT BMW of North America, LLC 2:45 Networking Break in Exhibit Hall www.ThePerformanceConference.com 17
  18. 18. DAY TWO CONTINUED Wednesday, May 6, 2009 3:15 INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative methods to overcome challenges and capitalize on opportunities. INTERACTIVE SESSION D: INTERACTIVE SESSION E: INTERACTIVE SESSION F: Understand and Implement Effective Assess Your BI Maturity: Take BI to Build a Customer-Centric Culture of Risk Management Strategies the Next Level Performance in Your Organization Stay competitive. Organizations must Today, the role of BI has shifted and Managing your customer experience enhance their risk measurement and is an integral part of any business and is critical in today’s consumer-driven management programs with proven it is no secret that organizations look environment. One of the first steps strategies and successful methods. to BI to increase bottom-line results. in creating successful customer Effective performance measures In this session, learn to assess your BI experiences is to understand and and accurate risk data are essential program and identify growth oppor- assess current customer touch for professional to make informed tunities to take your program to the points and data. Learn to build a decisions during examinations and next level. customer-focused culture to enhance implementation of new products, organizational performance. • Understand the value of a maturity processes and procedures. model for selling BI projects • Generate buy-in from the executive • Discuss comprehensive performance • Identify the five stages of data suite down to the shop floor management framework for warehousing and analytical maturity • Communicate the need for a mitigating organizational risks • Provide stakeholders insight from memorable customer experience • Examine how risk can impact your consistent, unified data delivery and with your employees institution and affect your bottom line analytical architecture • Maintain focus and engagement • Make informed decisions to lessen through the customer GREG MCMILLAN internal and external risk factors experience process Director Business Intelligence & Data ROBERT BROZEY Warehousing NEDRA SADORF Former COO/CFO Gevity HR, Inc. Chief Operating Officer New Millennial Homes Hunter Business Group 4:00 CHAIRPERSON’S CLOSING REMARK Developing and Capitalizing on a Performance Management System This closing session 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 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. ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 4:15 Conference Adjourns 18 The Performance Conference 2009
  19. 19. POST-CONFERENCE WORKSHOPS Thursday, May 7, 2009 Post-Conference Workshops are practical, supplementary application sessions which incorporate and review tools, techniques and methods presented during the event. Participants will obtain a further understanding of how to use newly acquired tools and cutting-edge strategies to improve performance. Through group exercises and scenario-based learning, you’ll walk away with the expertise and resources needed for immediate and practical application. Enrollment space is limited, so register today to reserve your place. 8:00 Continental Breakfast & Post-Conference Workshop Registration 9:00 WORKSHOP B WORKSHOP E WORKSHOP A Designing a Customer Experience Implement Proven Strategies Lead and Organize Business for Increased Profitability and to Ensure a Successful Six Sigma Intelligence Teams: Improving Market Share Deployment Individual and Team Performance Most senior business leaders agree A successful Six Sigma initiative Business Intelligence projects that differentiating your product solely is based on a successful Six Sigma struggle with a variety of issues that on the traditional physical elements deployment. The proven model chronically inhibit success. Some of of price, delivery or even quality is no for deploying a successful process these issues are technical—many are longer a sustainable business strategy. improvement initiative is to not. At the core of these issues are A new differentiator has emerged and build an effective infrastructure, cultural and people challenges. Is that is the purposeful management of obtain executive commitment and your team struggling with change, your customer’s experiences. Creating involvement, and have your best unclear roles and responsibilities memorable customer experiences can leaders working on projects full- or an unpredictable culture? Has improve customer loyalty, satisfaction time. Discuss the best practices your organization learned how to and your market position. However, for managing and driving a Lean focus on results, create a productive many companies fail to recognize the Six Sigma deployment, the pitfalls environment, and partner with your importance and value in purposefully to avoid and how to achieve business customers? Regardless of enhancing each step of the customer organizational excellence through your position, this workshop will experience with their company. Learn Lean Six Sigma. This workshop will provide you with practical tips and how to create, design and execute also define and examine: techniques for leading your team memorable customer experiences to • Lean Six Sigma Infrastructure through these issues. build positive customer relationships • Change Management that result in revenue growth. • Develop a framework for analyzing • Personnel individual and team performance • Measure the level of satisfaction with • Project Management • Identify ways to improve cross- your current customer experience • Seven Areas of Waste functional collaboration • Improve customer loyalty to create a CHARIS GROSSMAN • Support improved business sustainable customer advantage Six Sigma Black Belt performance with cohesive • Understand and assess current Senior Fellow, The Performance Institute Business Intelligence teams customer touch points and data JONATHAN GREENBERG • Determine the ROI of customer Business Intelligence Manager, IT engagements to build a business BMW of North America, LLC 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 12:00 revenue and profits Workshops Adjourn www.ThePerformanceConference.com 19
  20. 20. SPEAKER SPOTLIGHT You can drive a Zipcar forward, backward, left sharing as a new transportation category, changing urban or right, but Scott Griffith – Chairman and life by providing instant, affordable mobility in London, Chief Executive Officer of Zipcar – knows England and 28 North American states and provinces. how to take Zipcar straight up. SCOTT GRIFFITH For his accomplishments at Zipcar, BusinessWeek named Since Scott took the wheel in February of 2003, Scott one of its “Best Leaders of 2006,” and he was the recipient CEO and Chairman, Zipcar has emerged as the world’s largest car- of Babson College’s ELiTE Award for entrepreneurship. Zipcar sharing service. In the fall of 2007, Scott led As a leading authority on the benefits of car sharing and Zipcar’s merger with Flexcar, managing the transportation issues, Scott has been interviewed by the integration of the companies’ fleet, technology world’s top news outlets, including The Wall Street Journal, and membership base under the Zipcar brand Newsweek, New York Times, CNN, CNBC, USA Today, and service. Associated Press, CBS-TV, FOX-TV, ABC World News Tonight and Time Magazine. Scott has solidified Zipcar’s position as the leader of the car-sharing industry, establishing a brand and customer Prior to Zipcar, Scott held senior level positions at The Boeing experience that has attracted hundreds of thousands Company, Information America, an Atlanta-based provider of savvy urban residents and businesses on the go. By of online public record information, and The Parthenon forging partnerships with some of the world’s top brands Group, a boutique business strategy and investment firm. and largest automakers, and developing relationships with transit agencies, universities and influential city and state Scott earned his BS in engineering from Carnegie Mellon governments, Scott has fostered the emergence of car University and his MBA from the University of Chicago. Mr. Barnes is currently head of Blue Space Marriott International and MVCI to improve operations, Consulting, an Orlando-based consulting firm process management and performance accountability at specializing in strategic planning, customer all organizational levels. Co-leading efforts at Marriott experience design and change management. International on Sales 2000, a top to bottom restructuring of ROY A. BARNES the Sales and Marketing effort as well as leading the process Formerly Senior Vice-President for Customer re-engineering work with MVCI’s Customer Relationship Former SVP, Experience and Development with Marriott Management effort, Mr. Barnes is well acquainted with all Customer Service Vacation Club, Roy was responsible for both aspects of the organizational challenges of customer focused and Development, global strategic management and customer business transformation. Marriot Vacation Club vacation experience strategy for Marriott Vacation International Club International (MVCI), the leisure/vacation Mr. Barnes graduated from Grinnell College and is a ownership division of Marriott International. frequent guest lecturer (Cornell University, University of President, Maryland, Fordham, University of Central Florida). Mr. Blue Space A twenty year veteran of the hospitality business, Barnes is currently a member of the editorial board of he has successfully led efforts both within 1to1 Magazine. Consulting 20 The Performance Conference 2009
  21. 21. THE PERFORMANCE CONFERENCE EXPO 2009 Showcasing the Latest Management Innovations Don’t Miss The Performance Conference Expo 2009 NETWORK with industry leaders and your peers - Step away from the classroom and meet fellow executives from across the nation. Witness Bring RESULTS Back to Your Company first hand the benefits they’ve received from implementing the solutions provided Moving from paperwork to an institutionalized method of at the Expo. performance-based management requires executives to have access to the most cutting-edge performance planning and budgeting solutions RECEIVE available in today’s market. At the request of conference attendees the latest product and solution offerings seeking leading solutions providers for their growing management - Be a part of the most up-to-date challenges, The American Strategic Management Institute has teamed demonstrations and learn from key solution with leaders in the performance management industry to bring you The providers available at the Expo Performance Expo 2009. MEET Curious about What Performance-Based Methodologies and with leading industry solutions providers Solutions Your Competition is Using? - Reserve a time to meet one-on-one with Performance Conference 2009 sponsors Network with your peers at The Performance Conference Expo 2009 to receive demos and learn how their and learn directly from top corporate leaders what performance solutions can help your organization management solutions they consider “best-in-class.” The Performance plan, budget, measure, and manage more Expo 2009 will showcase the latest solutions available for your business. effectively and efficiently Be the first to know. DEMONSTRATE results to your key stakeholders - Show Expect to Meet Product and Solutions Providers Ready results to shareholders with the most to Exceed Management Challenges recent measurement capabilities and performance management solutions Within the theme “Measures, Metrics and Management Systems hand-picked by the American Strategic to Improve Organizational Performance and Profitability,” the Management Institute Performance Conference 2009 will attract a focused group of solution providers in: • Performance Management • Financial Performance and Reporting EXPO HALL HOURS: • Business Intelligence and Analytics May 5, 2009: 7:00am – 6:00pm • Process Improvement May 6, 2009: 7:00am – 6:00pm • Budgeting and Forecasting Performance • Employee Performance and Talent Management BECOME A SPONSOR! To learn more about becoming a sponsor contact Jessica Ward at Sponsor Coalition Ward@PerformanceWeb.org or 703-894-0920. www.ThePerformanceConference.com 21
  22. 22. LOGISTICS & In-House Training REGISTRATION One of the more popular vehicles for accessing the Institute’s educational offerings is the delivery of on-site trainings and man- agement facilitations. Bringing a training or facilitation in-house gives you the opportunity to customize a program that addresses your exact challenges and provides a more personal learning Venue and Hotel: experience, while virtually eliminating travel expenses. Whether you require training for a small group or for an organization- The Performance Conference 2009 will be held at the Hyatt Regency wide initiative, the advanced learning methods employed by the Orlando International Airport, where a limited number of rooms American Strategic Management Institute will create an intimate have been reserved at the discounted rate of $179 until April 3, training atmosphere that maximizes knowledge transfer to en- 2009. Please contact the hotel at the number provided below to hance the talent within your organization. make reservations and be sure to use the group code STRT to receive the American Strategic Management Institute (ASMI) CUSTOMIZATION discounted conference rate. We realize that not all obstacles can be overcome by applying Hyatt Regency Orlando International Airport an “off-the-shelf solution.” While many training providers 9300 Airport Blvd will offer you some variation of their standard training, the Orlando, FL 32827 American Strategic Management Institute’s subject matter 800-233-1234 experts will work with you and your team to examine your www.orlandoairport.hyatt.com programs and determine your exact areas of need. The identification of real life examples will create a learning Hotel and Travel costs are not included in conference tuition. atmosphere that resonates with participants while at the same time providing immediate return on your training investment. Using interactive exercises that employ actual projects or scenarios from your organization, instructors can address specific challenges and align the curriculum of each session to your objectives. While the majority of on-site trainings are focused on smaller groups, the American Strategic Management Institute also has the ability to accommodate organization-wide training initiatives. Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of up to 300 participants per day. AREAS OF EXPERTISE On-site delivery of single courses, certification programs and WaltDisney entire packages of specialized courses are available in the World Conference following areas: Attendee Tickets • Strategic Planning • Performance Measurement While in Orlando, attendees of The Performance Conference 2009 and their guests have access to special rates and tickets • Project Management from Walt Disney World parks. • Lean Six Sigma Visit www.DisneyConventionEar.com/PI for special ticket rates • Workforce Management and offers. • Budgeting and Forecasting • Performance-Based Contracting • Performance Reporting • Program Evaluation • Administrative Management Save When You • Change Management Fly Jet Blue • Balanced Scorecard Attendees of The Performance Conference can receive a 5% For more information about in-house training options available to discount on airfare when you book your flight to Orlando on you, please contact Mark Bryan at 703-894-0481 x 225or email him at Jet Blue. Bryan@PerformanceWeb.org. Book your flight by visiting: www.jetblue.com/promo and use the code Perform09 when booking. 22 The Performance Conference 2009

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