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  • 1. MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT IMPROVE EMPLOYEE PERFORMANCE LINK LEAN SIX SIGMA TO STRATEGY ESSENTIALS OF CUSTOMER MANAGEMENT APPLY METRICSTO MANAGE PERFORMANCE EFFECTIVELY MANAGE BUSINESS INTELLIGENCE SYSTEMS FOSTER AND PROMOTE A PERFORMANCE CULTURE MAXIMIZE LEAN SIX SIGMA TOOLS INCORPORATE EFFECTIVE BUSINESS ANALYTICS IMPROVE THE CUSTOMER XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX EXPERIENCE MEASURES XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX AND METRICS FOR PERFORMANCE MANAGEMENT IMPROVE EMPLOYEE PERFORMANCE MAXIMIZE AND XXXXXXXXXXX LINK LEAN SIX SIGMA TO STRATEGY www.ThePerformanceConference.com 1
  • 2. CONFERENCE FLOOR PLAN Tips & Information SPEAKER BIOGRAPHIES AND POWERPOINT PRESENTATIONS: All presentations and speaker biographies will be on a password protested website for you to download after the conference. All registered attendees will receive an email providing a link to view speaker presentations, which will be updated on an ongoing basis to include new presentations and biographies as they are received. Please remember that not all presentations and biographies are made available to ASMI. EXHIBIT HALL AND EXPO Be sure to visit our Exhibit Hall located in the Regency Ballroom D/E/F to see the latest resources available in performance management. Visit with the sponsors to gain insight and a hands-on understanding of the latest innovations in performance REGENCY A NARITA/PRESTWICK management tools and techniques. Pre-conference Seminar A Track B General Session Track D CONFERENCE EVALUATION Track G Track I We want your opinion! As you attend the REGENCY B Pre-conference Seminar B sessions throughout the conference, please General Session SCHIPOL/BEN GURION remember to fill out your evaluation form Track C – from speakers, to topics, to logistics. We REGENCY C Track E utilize this information to improve our General Session Track H Track J programs and product offerings and truly TEGAL/TULLAMARINE value your input. Please drop off your REGENCY DEF AND CORRIDOR Track A completed evaluations at the registration Track F Exhibits table, or with any ASMI staff member. Post-Conference Workshop A Food and beverage 2 The Performance Conference 2009
  • 3. LETTER FROM THE VP Dear Colleague, Welcome to The Performance Conference, the annual event showcasing the latest innovations, initiatives and best practices in corporate performance management and process improvement. The economic downturn is on every executive’s mind: how to manage it and get through it. Today, the role of performance management is more important than ever for improving operational efficiencies and profitabil- ity, and cutting costs for lasting sustainability. Performance management enables more effective management by delivering a complete view of operations and processes. It provides greater clarity and insight into your organization’s profitability, customers, operations and financial stability. Today’s high-performing organizations utilize performance management systems to successfully execute strategy at all levels of their operations. That’s why The Performance Conference has become the premiere event where executives in performance manage- ment, human resources, operations and finance gather to hear about the latest initiatives in corporate perfor- mance management. Over the last 7 years, the American Strategic Management Institute has hosted The Performance Conference to bring together performance-focused organizations to share best practices to manage for results. At this national event, you will learn how to define and execute strategies within multiple functions: strategic performance, financial performance, process improvement, business intelligence and workforce performance. I hope you enjoy the conference and come away with valuable and applicable best practices that can be taken back to your organization to improve performance and results. Sincerely, Stephanie Donaldson Vice President, Education Services American Strategic Management Institute Sponsoring Coalition www.ThePerformanceConference.com 3
  • 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 Balanced Scorecard Fundamentals: Build and Design Your Scorecard Lean Six Sigma 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 Performance Excellence: Connecting Organizational Strategy to Individual Execution 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 E 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 Build a Corporate Performance Cascade Organizational Business Line Priorities Lean Tools: Understand Value Stream Management Framework 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 ENHANCE Your DEVISE PERFECT Your DRIVE a AMPLIFY the Performance Measures for Your Performance Customer-Centric Performance of Management Organizational Reporting Culture in Your Your Employees System Goals Organization 4 The Performance Conference 2009
  • 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 Use Performance Modeling and Dashboards Creating Your Own Culture of Service Manage on Demand with Practical to Link Strategy to Operations to Ensure Buy-In, Sustainability, and EPM Solutions Ultimately, Results 11:30 Balanced Scorecard Design: Choose the Key Design Integrated Business Metrics to Case Studies: How Delaware North Performance Indicators Maximize Performance Companies Capitalize on Data to Improve Guest Loyalty 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 Build and Manage a Performance BI Performance Dashboards: Drive the Customer Experience to Build Information system Measure, Monitor, and Manage Your Customer and Employee Loyalty Business Performance 2:15 Develop Key Measures and Metrics for the Gather and Interpret Data to Understand Move from a Corporate-Focused to Balanced Scorecard 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 Lead and Organize Business Intelligence Teams: Improving Individual and Team Performance 12:00 Workshops Adjourn 6 7 8 9 10 PLAN and UNDERSTAND UTILIZE Customer MEASURE DESIGN Integrated Implement the Predictive Insight to Drive and Improve Business Metrics Value of Lean Analytics to Innovation Employee to Maximize Six Sigma Drive Strategy Engagement Performance www.ThePerformanceConference.com 5
  • 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 Balanced Scorecard Fundamentals: Build and Design Your Scorecard Understanding the fundamentals of the Balanced Scorecard (BSC) methodology is critical to maximizing the execution of strategy. This workshop, including hands-on exercises, will help you learn how to integrate proven BSC tools and techniques to achieve breakthrough results. Learn the basics of Balanced Scorecard design and deployment, while gaining insights into the potential pitfalls and hurdles to successful implementation. Discover the best practices in the latest BSC advancements to accelerate your results towards a strategy-aligned organization. Completion of this workshop will help you translate BSC theory into concrete results for your organization. Develop a solid understanding of key BSC concepts and misconceptions. • Receive complimentary copy of Harvard Business School #1 ranked Hall of Fame Case Study “Crown Castle International” (program directed by trainer Bob Paladino) • Learn 25 Hall of Fame best practices and valuable lessons – and pitfalls to avoid • Learn how to use established tools and templates to help accelerate your results • 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 Senior Fellow, ASMI Former SVP, Crown Castle International Founder, Bob Paladino & Associates “Implementing what is talked about in these conferences transitions your organization from good to great.” DAVE LAMASCUS Arsenal Digital Solutions 6 The Performance Conference 2009
  • 7. PRE-CONFERENCE SEMINARS CONTINUED Monday, May 4, 2009 9:00 SEMINAR B Lean Six Sigma White Belt Certification Our intensive White Belt Certification program is a basic course allowing executives to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. These individuals will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. Attendees will learn how to utilize the key tools and techniques needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30-minute examination at the conclusion of the course to ensure they have a working knowledge of the information provided. After completion of the course, they will be prime candidates for Green Belt Training. Key Learning Objectives: • Understand the history and background of Lean Six Sigma • Learn how to develop a project charter • Evaluate the core concepts of Lean and Six Sigma • Maximize your understanding of the Lean Six Sigma methodology (focus on DMAIC – Define, Measure, Analyze, Improve, Control) • Learn how to identify non-value added steps in your process • Develop skills needed to manage the culture change • Understand how to use data properly to effectively measure, analyze, improve and control performance • Evaluate Voice of the Customer (VOC) techniques • Examine the Cost of Poor Quality (CPQ) • Learn key data collection strategies • Receive basic statistics, graphical analysis and Statistical Process Control (SPC) training CHARIS GROSSMAN Six Sigma Black Belt Senior Fellow, The Performance Institute 12:00 Networking Luncheon 1:00 SEMINAR A (CON’T): Balanced Scorecard Fundamentals: Build and Design your Scorecard SEMINAR B (CON’T): Lean Six Sigma White Belt Certification 4:00 Workshops Adjourn www.ThePerformanceConference.com 7
  • 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 “The diversity of opinions all converged on the same common problem: How best to drive results with business performance management and measures? The Performance Conference highlights different theories, techniques and tools to establish a process-oriented performance management system.” FRANK FALZON Director of Customer Business Planning & Analysis MasterCard International Incorporated 8 The Performance Conference 2009
  • 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. 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 CHARIS GROSSMAN Hilton Hotel MICHAEL KANNISTO Six Sigma Black Belt Talent Acquisition, University Relations, The Performance Institute Employment Branding, BASF 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 PERFORMANCE MANAGEMENT PERFORMANCE TO 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 JIM PLANTAN DAVID GIANNETTO objectives through process Manager CEO and Author improvement projects eCaptial Advisers The Performance Power Grid JOHN MURPHY Asst Vice President Operations Process Excellence CSX Transportation 10 The Performance Conference 2009
  • 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 BOB PALADINO Sonoco BILL REID Senior Fellow, ASMI Associate Partner Former SVP, Crown Castle International The Gallup Organization Founder, Bob Paladino & Associates 12:30 Networking Luncheon & Exhibit Hall 1:15 TRACK A: MEASURES AND METRICS FOR PERFORMANCE TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS MANAGEMENT PERFORMANCE CULTURE Use Voice of the Customer Techniques Leadership’s Role in Managing Develop a Performance to Gain a Competitive Advantage and Implementing Performance Management System to Manage • Uncover methods to define and Measure through Balanced and Track Performance understand customers’ priorities and Scorecard Initiatives • Prioritize key objectives that serve as the focus improvement efforts foundation for measures and initiatives • Learn the role leadership plays in • Create higher levels of customer translating vision and mission into • Manage and track performance satisfaction by educating your business on organizational strategy management to increase productivity Lean Six Sigma VOC principles and tools • Create a strategy-focused organization • Learn various frameworks that identify • Learn to effectively capture customer with BSC tools and techniques the big picture when managing feedback to provide the best-in-class performance programs quality product or service • Develop a strategy that centers on the values and core competencies of your JOSH STALKER JEFF SLATER organization Strategy Management Sr. Mgr Senior Productivity Leader Lockheed Martin Sonoco DENNIS KOCI Former SVP Operations Hilton Hotel www.ThePerformanceConference.com 11
  • 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” MELISSA ALEXANDER journey ahead performance reporting to instill Six Sigma Black Belt accountability and transparency HIND Y. AL YOUHA BayCare Health System for progress Senior Manager Corporate Performance Management Section GLEN GOODNIGHT Strategy & Corporate Excellence Department Senior Vice President Dubai Customs 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. 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 dependent its vital importance performance measurements, on the strength and focus of its customer demographics and • Identify key strategic goals and projects. When companies lose marketing activities can be tracked to useful measures for accomplishing valuable time and resources reworking help uncover budgeting trends and to results while communicating projects, missing deadlines and shifting recognize what to look for. between all business stakeholders focus, organizational merit folds in on to improve organizational output itself, turning possible triumphs into • Define and test linkages of eventual failures. • Create an organization that aligns drivers to measure financial and both vertically and horizontally business performance • Understand the value of • Explore measurements and metrics learning best practices in project LARRY HALBACH for various business factors that management Executive Vice President can be incorporated into your The Balanced Scorecard Institute • Define project success criteria to forecasting increase business value • Understand business driver cause- • Improve project performance and-effect relationships and align strategic initiatives through innovations in project BOB PALADINO management methodologies Former SVP, Crown Castle International Founder, Bob Paladino & Associates DR. FRANK ANBARI Project Management Professor/PMP George Washington University 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. 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. DAVID GIANNETTO CEO and Author The Performance Power Grid 10:00 Networking Break in Exhibit Hall 14 The Performance Conference 2009
  • 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. 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 H: ESSENTIALS OF CUSTOMER MANAGEMENT TRACK G: EFFECTIVELY MANAGE Boost the Bottom Line: Use Creating Your Own Culture BUSINESS INTELLIGENCE Use Performance Modeling and Metrics to Manage on Demand of Service to Ensure Buy-In, Dashboards to Link Strategy to with Practical EPM Solutions Sustainability, and Operations Ultimately, Results • Translate conceptual strategic objectives into concrete actions that • Evaluate your company’s • Learn the whys (and hows) of are meaningful and focus on the organizational and technical building your model organically proper tasks, processes and projects readiness to undertake a successful • Find out how detailed evaluation that truly drive performance performance dashboard project and analysis identifies gaps in • Hear how to apply a model • Create effective KPIs that change performance and areas of strength leveraging and complementing organizational behavior and • Understand the relationship balanced scorecards as well as improve performance between feedback, metrics, traditional financial management • Integrate existing performance analysis and improved business • Proactively manage, measure and dashboards and metrics using a performance monitor financial and/or operational top-down or bottom-up approach STEWART COLLINS performance and explain ‘why’ LEN VITELLO Global Director of GuestPath when performance does not meet Business Intelligence Manager Delaware North Companies expectations or targets Chico’s FAS Inc JEAN NITCHALS Former Senior Financial Analyst, Best Buy Manager, eCaptial Advisers 11:30 TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT TRACK F: APPLY METRICS TO MANAGE PERFORMANCE BUSINESS INTELLIGENCE Case Studies: How Delaware Balanced Scorecard Design: Design Integrated Business North Companies Capitalize on Choose the Key Performance Metrics to Maximize Data to Improve Guest Loyalty Indicators Performance • Use Voice of the Customer • Understand how KPIs impact your • Determine the right metrics research to better understand organization’s bottom line to measure and ways to keep customer loyalty • Develop a high-level snapshot of them current in a continuously • See how positive guest experiences your organization based on changing business environment translate into increased revenues: effective KPIs • Learn techniques to ensure Tenaya Lodge and The Ahwahnee • Generate your KPIs into cohesion, assure consistency and • How one hotel transformed from organizational results and avoid conflict among metrics a mediocre performer to best-in- effectively communicate them • Learn where to start and how class: Asilomar State Beach and across the organization much will it cost Conference Grounds BOB PALADINO BRUCE R. WHITELY STEWART COLLINS Former SVP, Crown Castle International Chief Information Officer Global Director of GuestPath Founder, Bob Paladino & Associates JJ Taylor Companies, Inc Delaware North Companies 16 The Performance Conference 2009
  • 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 Build and Manage a Performance BI Performance Dashboards: Drive the Customer Experience Information System Measure, Monitor and Manage to Build Customer and Your Business Performance Employee Loyalty • Understand and gain methodologies, tools and a • Evaluate your company’s • Segment experiences by customer framework for developing organizational and technical types and customer values an enterprise architecture readiness to undertake a successful • Prioritize touch-point experiences performance model performance dashboard project and avoid technology traps • Select leading and lagging indicators • Create effective KPIs that change • Understand how your front-line and measures that provide insightful, organizational behavior and staff impacts your bottom line actionable analysis improve performance ERIC CAMULLI • Implement a success-oriented • Integrate existing performance Chief Technology Officer measurement and reporting dashboards and metrics using a Virtual Hold Technology LLC program top-down or bottom-up approach JEAN NITCHALS JEFF GILL Former Senior Financial Analyst, Best Buy Senior Director of Network Surveillance Manager, eCaptial Advisers Large Cable Organization 2:15 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Develop Key Measures and Gather and Interpret Data to Move from a Corporate-Focused to Metrics for the Balanced Understand Predictive Analytics to Customer-Focused Organization Scorecard Drive Strategy • Make loyalty the core strategy • Understand the difference between • Understand the basic principles and • Develop a brand culture around metrics and KPIs, and how to choose terminology for predictive analytics the customer which metrics should be published on • Learn how to define business • Create a customer-focused strategy a scorecard objectives for a predictive analytics embraced at the top and on the line • Design useful measures for gauging model LAURA DESOTO business strategy and meaningful • Use data as a predictive indicator to SVP Strategic Initiatives metrics for tracking success leverage your strategic objectives and Experian • Leverage performance objectives to improve profitability, reduce costs SANDY ANDERSON provide context that gives operational and market more effectively Vice President scorecards more meaning JONATHAN GREENBERG Experian LARRY HALBACH Business Intelligence Manager, IT Executive Vice President BMW of North America, LLC The Balanced Scorecard Institute 2:45 Networking Break in Exhibit Hall www.ThePerformanceConference.com 17
  • 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 Assess Your BI Maturity: Take BI Build a Customer-Centric Culture of Effective Risk Management to the Next Level Performance in Your Organization Strategies Today, the role of BI has shifted and Managing your customer experience is an integral part of any business is critical in today’s consumer-driven Stay competitive. Organizations must and it is no secret that organizations environment. One of the first steps enhance their risk measurement and look to BI to increase bottom-line in creating successful customer management programs with proven results. In this session, learn to as- experiences is to understand and strategies and successful methods. sess your BI program and identify assess current customer touch Effective performance measures growth opportunities to take your points and data. Learn to build a and accurate risk data are essential program to the next level. customer-focused culture to enhance for professional to make informed organizational performance. decisions during examinations and • Understand the value of a maturity model for selling BI projects implementation of new products, • Generate buy-in from the executive • Identify the five stages of data suite down to the shop floor processes and procedures. warehousing and analytical maturity • Communicate the need for a • Discuss comprehensive performance • Provide stakeholders insight from memorable customer experience with management framework for consistent, unified data delivery and your employees mitigating organizational risks analytical architecture • Maintain focus and engagement • Examine how risk can impact your through the customer JONATHAN GREENBERG institution and affect your bottom line experience process Business Intelligence Manager, IT • Make informed decisions to lessen NEDRA SADORF internal and external risk factors BMW of North America, LLC Chief Operating Officer ROBERT BROZEY JEFF GILL Hunter Business Group Former COO/CFO Senior Director of Network Surveillance LAURA DESOTO New Millennial Homes Large Cable Organization SVP, Strategic Initiatives Experian 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. 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 Post-Conference Workshop Registration & Continental Breakfast 9:00 WORKSHOP A Lead and Organize Business Intelligence Teams: Improving Individual and Team Performance Business Intelligence projects struggle with a variety of issues that chronically inhibit success. Some of these issues are technical—many are not. At the core of these issues are cultural and people challenges. Is your team struggling with change, unclear roles and responsibilities or an unpredictable culture? Has your organization learned how to focus on results, create a productive environment, and partner with your business customers? Regardless of your position, this workshop will provide you with practical tips and techniques for leading your team through these issues. • Develop a framework for analyzing individual and team performance • Identify ways to improve cross-functional collaboration • Support improved business performance with cohesive Business Intelligence teams JONATHAN GREENBERG Business Intelligence Manager, IT BMW of North America, LLC 12:00 Workshops Adjourn “Provided a great combination of strategic frameworks and real-life tactical info for great lessons.” – AMY SHERWOOD, V.P. OF PUBLIC RELATIONS, YUM! BRANDS, INC. www.ThePerformanceConference.com 19
  • 20. SPEAKER SPOTLIGHT Mr. Barnes is currently head of Blue Space improve operations, process management and Consulting, an Orlando-based consulting firm performance accountability at all organizational specializing in strategic planning, customer levels. Co-leading efforts at Marriott International experience design and change management. on Sales 2000, a top to bottom restructuring of the Sales and Marketing effort as well as leading Formerly Senior Vice-President for Customer the process re-engineering work with MVCI’s Experience and Development with Marriott Customer Relationship Management effort, Mr. Vacation Club, Roy was responsible for both Barnes is well acquainted with all aspects of the ROY A. BARNES global strategic management and customer organizational challenges of customer focused vacation experience strategy for Marriott business transformation. Former SVP, Vacation Club International (MVCI), the Customer Service leisure/vacation ownership division of Marriott Mr. Barnes graduated from Grinnell College and International. is a frequent guest lecturer (Cornell University, and Development, University of Maryland, Fordham, University Marriot Vacation A twenty year veteran of the hospitality of Central Florida). Mr. Barnes is currently a Club International business, he has successfully led efforts both member of the editorial board of 1to1 Magazine. within Marriott International and MVCI to President, Blue Space Consulting Bob Paladino is the Founder and Managing As a former Senior Vice President of Crown Partner of his firm, which focuses on Castle International in the Office of the CEO, advising Boards of Directors, Executives he directed the global CPM/Balanced Scorecard and their teams on implementing program to win both the coveted international and integrating Balanced Scorecard, Hall of Fame Balanced Scorecard Award and Knowledge Management, and Six Sigma the American Productivity & Quality Center’s competencies. He has a long history as a (APQC) Best Practice Partner award. Wall Street successful practitioner of these concepts Journal ranked Crown Top 20 Most Improved in BOB PALADINO, in a corporate setting and as an advisor Shareholder Value. and consultant to Fortune 500 firms across CPA a wide range of industries. Formerly directed Consulting Practice for Drs. Senior Fellow, Kaplan & Norton, co inventors of the balanced Drawing from this extensive experience, scorecard. ASMI he has authored the best-selling book in Founder and which he synthesizes the best practices in He was a leading global consultant for the Corporate Performance Management PricewaterhouseCoopers and Towers Perrin, Managing Partner, (CPM) field: “Five Key Principles of Wharton MBA, a CPA and a member of the AICPA Bob Paladino & Corporate Performance Management” and MSCPA. Associates recently #1 CPM book on Amazon and Barnes & Noble. He donates all royalties to He is published in leading journals and is among the United Flight 93 Memorial; the crash the highest rated speakers at corporate and industry site is near his home in PA. events, such as FEI, ASMI and CFO Rising. 20 The Performance Conference 2009
  • 21. SPONSOR BOOTH ASSIGNMENTS SPIDER STRATEGIES Booth 1 Spider Strategies is the leader in online metric assessment, action planning, and performance collaboration software. We provide tools that help you drive performance. Spider’s easy to use, web-based tools help organizations assess key metric performance, take corrective actions, and collaborate on measurable improvement. Whether you use the Balanced Scorecard, Lean, Six Sigma, BPR, Continuous Improvement, MBO, TQM, or any other performance improvement methodology, Spider’s software is the right tool for you. Drive performance for $ 28.00 per user per month. For more information, contact: Jay Witty (952) 292-8349 jay.witty@spiderstrategies.com DUBAI CUSTOMS Booth 2 Dubai Customs is at the centre stage in the global customs arena with its outstanding effectiveness and regional leadership position. We realise the importance of keeping abreast with the latest technologies. Our development programme aims to develop customs processes, procedures and technology to meet the current needs and future challenges. For more information, visit: Mr. Ahmed AbdulSalam Kazim Director Strategy & Corporate Excellence Dept. Dubai Customs Phone: +9714 3023902 Fax: +9714 3451441 P.O. Box: 63, Dubai, UAE Ahmed.AbdulSalamKazim@dubaicustoms.ae www.ThePerformanceConference.com 21
  • 22. SPONSOR BOOTH ASSIGNMENTS VIRTUAL HOLD TECHNOLOGY, LLC BALANCE SCORECARD INSTITUTE Booth 5 Booth 3 Virtual Hold Technology’s patented virtual queuing solu- The Balanced Scorecard Institute, a Strategy Management tions help when call demand exceeds agent resources. By Group company provides training and consulting services allowing customers to request callbacks rather than wait to commercial, government, and non-profit organizations on hold, Virtual Hold: in applying best practices in balanced scorecard, strategic performance management and measurement, and • Increases customer satisfaction transformation and change management. • Reduces ASA & abandons • Improves service level Products and services include public and on-site courses, • Increases agent efficiency facilitation and consulting services, and information • Reduces toll and labor expenses and tools used by executives, managers and analysts to transform their organizations into “performance For more information, contact: excellence” organizations. Jennifer M. Doll Marketing & Events Coordinator For more information, contact: Virtual Hold Technology Larry Halbach 330-414-2389 mobile Executive Vice President 330-670-2280 office The Balanced Scorecard Institute jdoll@virtualhold.com a Strategy Management Group company Phone: (919) 460-8180 137 Heritage Woods Drive lhalbach@balancedscorecard.org Akron, OH 44321 www.VirtualHold.com 975 Walnut Street, Suite 360 Cary, NC 27511 www.balancedscorecard.org THE TELOS GROUP Booth 4 The Telos Group is one of the nation’s premier performance-oriented consulting firms and is considered a thought leader in the Performance Management (EPM/ BPM/CPM) space. Delivering today’s leading, award- winning enterprise business performance management methodology, The Performance Power Grid, they blend management theory with tool-agnostic technology. The Telos Group offers full life-cycle management of performance oriented engagements, utilizing its staff of experienced project managers, management consultants, and technology developers to address financial, operational and enterprise aspects of achieving sustainable superior organizational performance. For more information, contact: Carmela Owens Managing Director of Client Relations 908-763-2121 cowens@telosconsulting.com 20 Valley View Drive Basking Ridge, NJ 07920 www.TelosConsulting.com 22 The Performance Conference 2009
  • 23. www.ThePerformanceConference.com 23
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  • 25. be different Waiting on hold is arguably the worst experience you can provide your customers. What if you could implement a technology that virtually eliminates hold time and improves operational efficiencies? Virtual Hold Technology’s queue Join Eric Camulli, management solutions educate and Virtual Hold Techology’s empower your customers with options Chief Technology Officer for managing hold time. Be different, Wednesday, May 6, 2009 – 1:30 pm offer an alternative that shows you truly Drive the Customer Experience to respect your customers’ valuable time. Build Customer & Employee Loyalty Track J TRY A DEMO 1-888-412-2214 137 Heritage Woods Dr. Akron, OH 44321 www.VirtualHold.com 1-800-854-1815 www.ThePerformanceConference.com 25
  • 26. On-Demand Performance Management • All Web Development & Deployment • Live Data, Any Location, Any Browser • Balanced Scorecard, ERM, Compliance, Lean, Six Sigma • Drive Performance for $ 92.00 per user per month • Free Hosted Trial spider strategies www.spiderstrategies.com 202-349-7134 26 The Performance Conference 2009
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  • 28. PROGRAM PERFORMANCE BUDGET PERFORMANCE WORKFORCE PERFORMANCE PROJECT PERFORMANCE PROCESS PERFORMANCE INDIVIDUAL PERFORMANCE Results start here. www.ASMIweb.com 28 The Performance Conference 2009