Performance Conference

May 3–5, 2011 | Chicago, IL

Implement Dynamic Strategies for Driving Growth, Sustaining
Results, and Managing Organizational Performance
Featuring 12 Comprehensive traCks:
1 Define, Redefine and Execute Strategy 2 Establish the Strategy-Finance Connection for Optimal
Bottom Line Results 3 Risk Management and Mitigation for A New Set of Business Threats 4
Measure, Monitor and Manage Performance for Positive Business Results 5 Customer Management
Practices for a Sustainable Competitive Advantage 6 Profit Through Process — Utilize Six
Sigma Tools for Operational Excellence 7 Innovative Corporate Performance Management
Methods and Practices 8 Enhance and Improve Organizational Intelligence 9 Methods and
Metrics for a High Performing Workforce 10 Build Project Management Capability and Maturity
11 Leadership for Innovation and Change 12 Stimulate Growth in a Growth-Inhibitive Environment

Earn up to 20 CPE Credits ThePerformanceConference.com

www.ThePerformanceConference.com 1

Business executives from across the country will gather to
explore ways to overcome challenges in business performance
and discover the latest innovations in performance
management, process improvement, customer experience and
business intelligence at the annual Performance Conference.
Led by speakers from the upper echelons of performance-based
companies and organizations, The Performance Conference
will focus on performance management systems, measures and
metrics, employee performance and customer experience. Join
best-in-class performance management and business analytics
professionals at The Performance Conference 2011 to drive
results and improve organizational performance and profitability.

Who Will Be Attending
TITLE FUNCTION INDUSTRY
ƒ C-Level Executives ƒ Strategic Planning ƒ Financial Services
ƒ C-Level executive direct ƒ Information Technology ƒ Retail/Consumer Goods
report teams ƒ Customer Management ƒ Healthcare and
ƒ Chief Performance Officers ƒ Business Analytics Pharmaceuticals
ƒ Presidents ƒ Finance ƒ Technology and
ƒ Vice Presidents Telecommunications
ƒ Marketing/Research/Product
ƒ Directors Development ƒ Travel, Hospitality and
Entertainment
ƒ Managers ƒ Sales/Business Development
ƒ Industrial Manufacturing
ƒ Analysts ƒ Project and Program
Management ƒ Education
… and anyone involved in
business planning, corporate ƒ Corporate Development ƒ Automotive and
performance, and strategy Transportation
ƒ Human Resources
execution. ƒ Energy and Utilities
ƒ Operations
ƒ Risk Management

2 Follow us at twitter.com/PerformanceCon

Let ter from the
ConferenCe Chair

Dear Colleague: STAy
The economic climate of the past few years has taken business on a very bumpy ride.
Organizations that prevailed through the economic downturn are now faced with the challenge
ConneCTeD...
of growing with fewer resources, smaller budgets and wary consumers. To face these challenges,
organizations have heightened their focus on performance management to optimize financial Get the latest
and operational performance. updates and news for
Most organizations have developed ways to best cope with the current economic conditions The Performance
through strategic budgeting, workforce initiatives and innovation efforts. However, organizations Conference by:
must do more to stay competitive. They must leverage new performance management systems
and develop effective business intelligence programs to improve the bottom line.

To help you respond to the evolving economy and to advance your organization’s performance,
you are invited to join us at The Performance Conference, May 3–5, 2011 in Chicago. followinG us
on TwiTTer:
At this national event, our goal is to help you increase your responsiveness to the business
challenges and trends of today. You will learn how to execute strategies that align with corporate
@PerformanceCon
goals and drive performance across all key business functions, including finance, HR, operations
and more. Experts in the field will discuss various performance management strategies and
best practices in business analytics. They will provide solutions that offer valuable information
and data such as predictive indicators to increase sales, reduce costs, improve profitability and JoininG The
identify new leads for more business opportunities. GrouP
Leaders in performance management will be on hand for The Performance Conference 2011.
asMi: The
Join them and you will emerge with powerful lessons and tools for driving real and immediate Performance
performance improvements in your organization through measures, metrics and business analytics. Conference on
I look forward to seeing you in Chicago!
linkedin

Best Regards,
beCoMinG a fan
of asMi: The
Performance
Conference on
facebook
Roy Barnes


agenda
aT-a-GlanCe
Pre Conference Seminars: Tuesday, May 3, 2011
8:00 Pre-Conference Seminar Registration & Continental Breakfast
9:00 seMinar a: Develop and Implement a seMinar b : Business Analytics seMinar C: Lean Six Sigma White
Strategy-Aligned Balanced Scorecard Fundamentals— Effective Use of Data Belt Certification
and Information to Drive Positive
Business Performance
4:00 Seminars Adjourn

Day one: Wednesday, May 4, 2011
7:30 Conference Registration, Continental Breakfast & Exhibits
8:00 Welcome Address & Opening Remarks by Chairperson
8:10 KeynoTe Address: Optimize Risk to Successfully Execute Strategy and Maximize Growth
9:10 GenerAl session: Redefining Strategy, Revitalizing an Organization – How Will Your Organization Distinguish Itself in a
Hypercompetitive Business Environment?
TRACk A: Define, Redefine and TRACk B: Establish the Strategy-Finance TRACk C: Risk Management for a
Execute Strategy Connection for Optimal Bottom New Set of Business Threats
Line Results
10:00 Develop and Execute a Sound Strategy for Align Budgets to Business Performance Integrate Performance and Risk
Achieving Business Goals Planning with Well-Conceived Measures Management as a Closed-Loop Process for
and Objectives Maximum Results
11:10 Networking Break & Exhibits
11:20 Define and Articulate How Your Identify Key Business Drivers and Perform Build an ERM Toolkit with Clear, Manageable
Company Will Create Value Through Its Scenario Analysis to Ensure a Strategically and Meaningful Key Risk Indicators
Strategic Objectives Aligned Financial Function
12:30 Networking Luncheon & Exhibits
TRACk D: Measure, Monitor and Manage TRACk E: Customer Management Practices TRACk F: Profit through Process – Utilize
Performance for Positive Business Results for a Sustainable Competitive Advantage Six Sigma Tools for Operational Excellence
1:40 Identify and Manage the Metrics and Understand the Value of Customer-Centricity Integrate Six Sigma Tools to Drive Efficiency
Measures that Will Keep Your Organization and How to Integrate it Within Your in Executing the Strategic Plan
on the Shortest Path to Success Organizational Culture
3:00 Monitor and Report Key Metrics for Implement an Effective Voice of the Customer Using Rapid Improvement Events (Kaizen) to
Improved Performance, Decision-Making (VOC) Framework to Optimize Your Achieve Dramatic Results
and Transparency Customer Connectedness
4:10 Exhibits & Networking Cocktail Reception

5:30 Day 1 Adjourns

Top 10 Reasons to Attend:
1 DEvELOP
Competitive
Strategies that
2 DEvISE
Measures and
Metrics that
3 AChIEvE
Customer-
Centricity for
4 IMPLEMENT
Lean Six
Sigma Tools
5 DRIvE
Growth and
Performance
Will Drive Great Explicitly Greater ROI and and Methods with Innovative
and Sustainable Link Business Bottom Line to Strengthen Performance
Results Objectives to Results Operational Management
Strategy Strategy Practices


agenda
ConTinued
Day Two: Thursday, May 5, 2011
7:30 Continental Breakfast & Exhibits
8:00 Opening Remarks By Chairperson
8:10 KeynoTe Address: Next Generation Strategy— A PSEG Case Study
9:10 GenerAl session: Formulate Quick, Dynamic and Agile Strategies in Response to Industry Disruptions
TRACk G: Innovative Corporate TRACk h: Enhance and Improve TRACk I: Methods and Metrics for a high
Performance Management Methods Organizational Intelligence Performing Workforce
and Practices
10:15 Learn Best Practices for Developing a CPM Deliver High-Impact Business Intelligence Achieve Meaningful and Manageable Metrics
Framework that Maximizes Results (BI) for Improved and Value-Added that Align Workforce Performance with
Decision Making Business Goals
11:20 Leverage the Balanced Scorecard for Optimal Competitive Intelligence: Dive Deeper than Integrate an Effective Talent Management
and Continued Performance Data to Become a Superstar Strategist System to Capitalize on Workforce
Performance Potential
12:25 Networking Luncheon & Exhibits
TRACk J: Build Project Management TRACk k: Leadership for Innovation TRACk L: Stimulate Growth in a
Capability and Maturity and Change Growth-Inhibitive Environment
1:25 Develop Project Management into a Strategic Initiate a Broad and Sustained Effort to Engage In Organic Growth Initiatives
Tool for Competitive Advantage Establish a Culture of Innovation to Sustain the Organization’s
Long-term Viability
2:35 Utilize Benchmarking to Achieve Project Understand Transformational Change Discover the Critical Success Factors in
Management Excellence as a Necessary Component of Developing and Executing Ambitious
Organizational Growth Growth Plans
3:40 ChAirPerson’s ClosinG remArKs: Turn Information Into Action — High-Impact Approaches to Improved Performance
4:10 Conference Adjourns

It was the first time I attended one of your events and I found it
very worthwhile for our organization’s endeavors.”
— SChOOLSFIRST FEDERAL CREDIT UNION

6 IMPROvE
Long-Term
Viability
7 ENhANCE
Your
Organizational
8 REALIzE
Innovation as
a Fundamental
9 MEASURE
and Improve
the
10 INCREASE
Your Competitive
Intelligence
with a Well- Intelligence for Driver of Productivity to Achieve a
Conceived Risk More Accurate Improved of Your Sustainable
Management and Meaningful Business Workforce Competitive
Framework Decision Making Performance Advantage


Pre-conference
seMinars
Tuesday, May 3, 2011
Choose seminAr A, B, or C:

Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises that have immediate
application. With these full-day application sessions, you will enhance your training experience by establishing a
reference point of knowledge, language and methodologies for the rest of the event. These sessions will dive deep into
Balanced Scorecard, Business Analytics and Lean Six Sigma to increase your expertise and gain knowledge of practical
tools gleaned from field experts.

8:00
Pre-Conference Seminar Registration & Continental Breakfast

9:00–4:00, with a Networking Luncheon 12:00–1:00
seminAr A
develop and implement a strategy aligned balanced scorecard
A successful company knows that without a strong focus on strategy, performance and profitability suffer. Using the right
methodology to align strategy as it aligns with overall corporate goals should be a top priority for any decision-maker. With
the correct tools, organizations can execute strategy while confronting the challenges of the business world. The Balanced
Scorecard (BSC) has become a fundamental performance monitoring and measuring tool with the proven ability to execute
strategy and monitor performance. The concepts and practices surrounding the BSC lay the foundation for accomplishing
objectives and achieving business performance excellence. The hands-on exercises will help you learn, through experience,
the necessary tools to manage performance and drive strategic initiatives. You will discover the best practices in the latest BSC
advancements to accelerate your results towards becoming a strategy-aligned organization.
During this seminar, you will:
ƒ Learn how to use established tools and templates to help accelerate your results
ƒ Discover a roadmap for the journey to developing, deploying and cascading strategy maps and scorecards
ƒ Hear best practices from organizations that achieved BSC success
ƒ Obtain practical tools that you will utilize to help your organization manage performance and execute strategy
BoB paladino
aSmI Senior fellow
founder, Bob Paladino associates

Very good application and examples. Good
detailed explanation.” — S.S.; hEWLITT-PACkARD


Pre-conference
seMinars
Tuesday, May 3, 2011
Choose seminAr A, B, or C:

9:00–4:00, with a Networking Luncheon 12:00–1:00
seminAr B seminAr C
business analytics fundamentals: lean six sigma white belt Certification
effective use of information to drive Positive Eliminating waste as a strategy to improve organizational
business Performance performance is one of the key factors in any Lean Six Sigma
Research shows that companies using business analytics, initiative. Our intensive White Belt Certification seminar
predictive tools and root cause analysis as part of their is a basic course allowing executives to understand the
scorecard and BPM efforts achieve greater performance underlying concepts, methods and tools needed for Lean
improvements than those using only scorecards. This Six Sigma deployment. Attendees of this seminar will gain
interactive course introduces attendees to concepts of a solid understanding of the Lean Six Sigma methodology
business intelligence, business analytics, data visualization, and how it can be applied to various projects. You will also
and how to effectively leverage information for business learn how to utilize the key tools and techniques needed
advantage. It covers collecting the data required for for a Lean Six Sigma deployment. Each attendee will be
business analytics, common challenges and how to required to take a 30-minute examination at the conclusion
overcome them, and best practices for implementing of the course to ensure they have a working knowledge of
business analytics to achieve improved business the information provided.
performance. Case studies demonstrate how leading During this seminar, you will:
companies use business analytics and the benefits they
derive from doing so. Exercises provide an opportunity for ƒ Understand the history and background of Lean
attendees to apply analytic concepts to their own situations. Six Sigma
Live demonstrations will present leading-edge analytic tools ƒ Learn how to develop a project charter
and actual techniques. ƒ Evaluate the core concepts of Lean and Six Sigma
During this seminar, you will: ƒ Maximize your understanding of the Lean Six Sigma
methodology (focus on DMAIC – Define, Measure,
ƒ See highlights of a recently completed research study on Analyze, Improve, Control)
how companies are using analytics in conjunction with
ƒ Learn how to identify non-value added steps in
their BPM program to achieve superior business results
your process
ƒ Hear examples of how successful organizations can
ƒ Develop skills needed to manage the culture change
leverage analytics for competitive advantage
ƒ Understand how to use data properly to effectively
ƒ Identify essential elements of a business
measure, analyze, improve and control performance
analytics program
ƒ Evaluate Voice of the Customer (VOC) techniques
ƒ Discover common business and technical challenges to
implementing business analytics ƒ Examine the Cost of Poor Quality (CPQ)
ƒ Understand the role of data visualization in “telling the ƒ Learn key data collection strategies
story” contained in data ƒ Receive basic statistics, graphical analysis and Statistical
Process Control (SPC) training
Charis grossman, pmp®, six sigma Black Belt
Sr. consultant, St. Petersburg college, State college of florida
and the Performance Institute
4:00
Seminars Adjourn


day
one
Wednesday, May 4, 2011
7:30
Conference Registration, Continental Breakfast & Exhibits

8:00
welcome address and opening remarks by Chairperson
roy Barnes
aSmI Senior fellow
former Sr. VP – marriott Vacation club International (Balanced Scorecard hall of fame Winner);
Principal – Bluespace consulting

8:10
keynote address
optimize risk to successfully execute strategy and
Maximize Growth
Enterprise risk management (ERM) should be viewed not as a separate process or activity but
as a competency that is embedded within the organization. The mitigation of risk to optimize
business performance is an inherent part of any business looking to grow and execute its strategic
plans. A well-integrated ERM function will help organizations to increase efficiency and make
smarter business decisions. In this keynote address, you will learn the importance of identifying
and optimizing risk to facilitate growth and strategy execution.
marCelo Brutti
Sr. Business Leader
head of enterprise risk management for north and Latin america, VISa

9:10
general session

redefine strategy, revitalize organizational Performance —
how will Your organization distinguish itself in a hypercompetitive business environment?
The hypercompetitive landscape has changed the way companies do business. Faster, more agile companies succeed by
implementing and executing hypercompetitive strategies— those strategies that provide the basis for sustainable differentiation.
In light of this dynamic, achieving a “sustainable” competitive advantage is becoming less realistic. To meet today’s challenges,
companies are implementing competitive strategies that will help them sustain a distinguishable identity amongst their
competitors. This keynote address will discuss the current marketplace that many organizations are facing and how to effectively
formulate a competitive business strategy.
roy Barnes
aSmI Senior fellow


TraCK
oVerViews

TraCK a: define, redefine, and execute strategy
Formulating strategy is about finding alternative methods to allocate resources in the most effective and
efficient way in order to accomplish business goals. On the other hand, the execution of strategy is about
leveraging the organization’s core competences and transforming them into strategic capabilities in order to
achieve intended outcomes. The ability to handle both of these tasks is essential to the company’s long-term
viability. Learn the best approaches in formulating, implementing, and executing strategy to move your
company in the right direction.

TraCK b: establish the strategy-finance Connection for optimal bottom line results
According to research by the Balanced Scorecard Collaborative, 60% of organizations do not prioritize a
link between corporate strategy and budgets. Budgets are an intricate part of the closed-process we call
‘performance management’. In this context, the budget drives the efficient allocation of resources in order to
facilitate the execution of strategy. Identify new methods to ensure that your organization is effectively utilizing
its budget process as a foundation for accomplishing tactical objectives.

TraCK C: risk Management for a new set of business Threats
Changing business dynamics will always present a new set of threats that could potentially derail strategic
initiatives. Prudent organizations take care to minimize risk at every opportunity by creating a clear
comprehensive risk management process. A good risk management system is a continuous process for
analysis, communication, and strategic planning. Improve your organization’s agility with a well-conceived risk
management framework.

TraCK d: Measure, Monitor, and Manage Performance for Positive business results
What are the “right” measures that will help drive your organization to a high level of performance? The
tendency for companies to measure everything undermines the ability to effectively manage performance. Yet,
measures are meaningless without SMART objectives. Learn how to identify the measures and objectives that
will anchor and drive your performance management framework.

TraCK e: Customer Management Practices for a sustainable Competitive advantage
Customer satisfaction is the ultimate goal of any business activity. The customer’s direct impact on the
financial bottom line should be at the forefront of every company’s decision-making process. Consumers are
very well-informed and have high expectations. Therefore, the ability to connect with and understand how
to deliver value to the customer is a critical success factor. Implement value-added approaches to developing
customer relationships.

TraCK f: Profit Through Process – utilize six sigma Tools for operational excellence
Continuous improvement and the elimination of waste in processes are the foundation of Six Sigma
methodologies. Process excellence leads to the minimization of costs and, in effect, helps maximize profits and
the value derived from business activities. Ultimately, a decrease in your process variation will result in greater
customer satisfaction— the most critical business driver. Integrate Six Sigma practices into your organization
to help eliminate the impediments to maximizing profits.


day one
ConTinued
Choose sessions in TrACK A, B or C:

10:00
TrACK A: define, redefine, And TrACK B: esTABlish The sTrATeGy- TrACK C: risK mAnAGemenT for A
exeCuTe sTrATeGy finAnCe ConneCTion for oPTimAl new seT of Business ThreATs
Maintain a Competitive BoTTom line resulTs integrate Performance
advantage by developing a align budgets to business and risk Management as
sound strategy for achieving Performance Planning with a Closed loop Process for
business Goals well-Conceived Measures Maximum results
ƒ Formulate a strategy that addresses
and objectives ƒ Implement measures that accurately
the pertinent business dynamics ƒ Evaluate which measures and link your risk framework to the
ƒ Execute strategy through metrics are necessary to streamline performance management objectives
commitment, communication, and the planning process ƒ Clearly define and reinforce
performance management ƒ Become a “sense and respond” effective and strategic risk
ƒ Benchmark your business strategy organization that is flexible despite performance management goals
approaches to ensure that you are the demands of the ever-changing ƒ Utilize contingency planning
competing against the best-in-class business environment as a means to properly prepare
organizations ƒ Use budgets and forecasts to your organization for threats and
John evelyn
translate strategy into a coherent set unintended outcomes
President, trident Leverage group of initiatives and operating plans gregg anderson, Cia
James lum director— crowe horwath
director of finance (Sr. consultant),
Bart kimmel
mtV networks
director, risk consulting Services –
crowe horwath

11:10
Networking Break & Exhibits

11:20
TrACK A: define, redefine, And TrACK B: esTABlish The sTrATeGy- TrACK C: risK mAnAGemenT for A
exeCuTe sTrATeGy finAnCe ConneCTion for oPTimAl new seT of Business ThreATs
strategy Mapping: define and BoTTom line resulTs build an eMr Toolkit
articulate how Your Company identify Key business with Clear, Manageable
will Create Value Through its drivers and Perform and Meaningful Key risk
strategic objectives scenario analysis to ensure indicators
ƒ Use the four perspectives (customer,
a strategically aligned ƒ Identify various types of key
financial, internal, learning & financial function risk indicators based on your
growth) to align the strategic ƒ Identify key drivers that can be organization’s objectives
objectives of the organization quantified within the budget ƒ Implement succinct and accurate
ƒ Utilize strategy mapping as a model and link them to financial risk indicators to add to the vitality
powerful communication tool that measures and objectives of your ERM toolkit
enables enterprise-wide alignment ƒ Conduct scenario analysis to test how ƒ Review the effectiveness of
with strategy potential changes to these drivers your chosen key risk indicators
ƒ Formulate the beginning foundations might affect the company’s budget as an evaluation tool for your
to build your own map as a template ƒ Assess what factors affect revenue organization’s business strategy
for strategy execution generation and take hold of the gregg anderson, Cia
lene moCk opportunity to reduce risks to director— crowe horwath
VP enterprise Business Process the business Bart kimmel
group, Suntrust Bank mitCh max director, risk consulting Services –
10 ceo—Virtual Profit Solutions crowe horwath

day one
ConTinued
Choose sessions in TrACK d, e or f:

12:30
Networking Luncheon & Exhibits

1:40
TrACK d: meAsure, moniTor, And TrACK e: CusTomer mAnAGemenT TrACK f: ProfiT ThrouGh ProCess
mAnAGe PerformAnCe for PosiTive PrACTiCes for A susTAinABle – uTilize six siGmA Tools for
Business resulTs ComPeTiTive AdvAnTAGe oPerATionAl exCellenCe
identify and Manage the understand the Value of integrate six sigma Tools to
Metrics and Measures that Customer-Centricity and drive efficiency in executing
will Keep Your how to integrate it within the strategic Plan
organization on the Your organizational Culture ƒ Realize how the integration of Six
shortest Path to success ƒ Transition from simply creating Sigma practices can enhance an
ƒ Avoid over-measuring by linking the customer experience to being organization’s ability to identify
performance measures to customer-centric the right processes that will drive
SMART objectives ƒ Understand the reactive and its initiatives, experience intended
proactive dynamics of customer outcomes, and capture results
ƒ Realize the balanced scorecard’s
ability to be a monitoring tool touch points ƒ Use Six Sigma management system
for assessing the organizations ƒ Utilize journey mapping to align tools and processes to create an
performance employees with the customer adaptive strategic planning process
ƒ Benchmark against industry perspective to create a more salient ƒ Understand how different process
competitors to establish realistic KPI’s customer experience improvement methods can
combine to form an effective
Wayne Barakat
performance management tool
VP enterprise execution Services,
Suntrust Bank donald ainsWorth
Lean Six Sigma Instructor, Villanova
University,; Lead consultant, IBm
global Business Services

2:50

The conference itself was one of the few I’ve attended in the
last ten years to which the term ‘transformational’
would apply. The information presented was extremely practical. ”
— INTEGRATED DNA TEChNOLOGIES, INC.


day one
ConTinued
Choose sessions in TrACK d, e or f:

3:00
TrACK d: meAsure, moniTor, And TrACK e: CusTomer mAnAGemenT TrACK f: ProfiT ThrouGh ProCess
mAnAGe PerformAnCe for PosiTive PrACTiCes for A susTAinABle – uTilize six siGmA Tools for
Business resulTs ComPeTiTive AdvAnTAGe oPerATionAl exCellenCe
Monitor and report Key implement an effective using rapid improvement
Metrics for improved Voice of the Customer (VoC) events (Kaizen) to achieve
Performance, decision- framework to optimize Your dramatic results
Making and Transparency Customer Connectedness ƒ Learn how to run rapid
ƒ Establish accountability ƒ Create a VOC framework that improvement events for
throughout the performance produces a unified picture of the immediate results
management process by identifying customer experience and creates ƒ Identify the tools and techniques
those who are responsible for the economic imperative for action necessary to execute a Kaizen event
gathering and reporting data ƒ Uncover methods to define and ƒ Evaluate best practices and
ƒ Create a systematic process for understand customers priorities lessons learned in running
gathering and analyzing performance and focus improvement efforts Kaizen events successfully
data to ensure the validity of ƒ Estimate the word of mouth, lene moCk
performance management decisions revenue, cost and risk implications VP enterprise Business Process
ƒ Identify results-driven metrics of better service and quality to group, Suntrust
that enable informed decision create enterprise-wide buy-in for
making and encourages improved allocating resources for better
service delivery customer service
Wayne Barakat John evelyn
VP enterprise execution Services, President, trident Leverage group
Suntrust Bank

4:10
exhibits & networking Cocktail reception
Immediately following the conclusion of Day One of the Performance Conference 2010,
attendees and presenters are invited to attend the complimentary cocktail reception. The
reception will provide attendees with the opportunity to develop new contacts, facilitating
long-term relationships for the sharing of innovative ideas.

5:30
Adjourn


day
Two
Thursday, May 5, 2011

7:30
Conference Registration, Continental Breakfast & Exhibits

8:00
opening remarks by Chairperson
roy Barnes
aSmI Senior fellow

8:10
keynote address

next Generation strategy: adopt and utilize the balanced scorecard to
Move Your organization forward after implementing and executing a
successful bsC strategy – Pse&G
In 2007 PSE&G was inducted into the Balanced Scorecard Hall of Fame for Executing Strategy.
Two years later, PSE&G revamped and expanded its strategy as a result of the changing business
environment. This next generation strategy will position the company for growth during very
challenging times. As a result of this change in strategy, their metrics, the BSC, and their strategic
initiatives were all redesigned and aligned. While other companies in 2010 were forced to scale back,
PSE&G is currently expanding their workforce with major infrastructure projects and expenditures
underway. In this keynote you will discuss how to articulate, communicate and successfully execute
your business strategies.
Joe martuCCi
Performance Leader – PSe&g (Balanced Scorecard hall of fame Winning company)

9:10
general session
formulate Quick, dynamic, and agile strategies in response to industry disruptions
Identifying the key drivers of change in your market and industry is essential to ensuring sound strategic planning. However,
contingency planning and risk management will not prepare you for all of the potential threats that could knock your organization
off course. So what is your protocol for handling unexpected disruptions that you could not have planned for? Using the Porter
model, this session will address how to properly respond to such situations. You will review a case study that will help you
determine what you can do differently when faced with industry disruption. During this session you will:
ƒ Understand how your industry could experience, dramatic, disruptive change
ƒ Determine the potential impacts of disruptive change
ƒ Identify your vulnerabilities and risk from disruptive change
ƒ Discover strategies to optimize your ability to withstand industry disruption
mitCh WeisBurg
managing director, Lumen Inc.; Professor, department of Strategy and International Business, Suffolk University

10:10

TraCK
oVerViews

TraCK G: innovative Corporate Performance Management Methods and Practices
Continuous studies show that organizations typically use performance management to improve organizational
results, stay focused on strategic priorities, shift focus during times of rapid change and provide a culture
that will attract and develop employees. Identify best practices, tools and techniques to effectively utilize and
implement a performance management system within your organization.

TraCK h: enhance and improve organizational intelligence
An intelligent organization is a strategic and agile system that enables high levels of performance for
individuals and the organization as a whole. More importantly, it possesses data-driven insights into its
internal and external environments as means to stay connected to the rapidly changing business environment.
These organizations have integrated a system for business and competitive intelligence that has provided
them with the foresight for accurate long-term decision making. Leverage your business and competitive
intelligence to drive long-term business performance.

TraCK i: Methods and Metrics for a high Performing workforce
When there is a clear line of sight between activities and enterprise-wide goals and strategies, employee
improvement thrives. As leaders, it is your job to create an environment where employees can find their
strengths and maximize their contribution to the business. By developing an effective talent management
system and productive succession plan, your organization’s productivity and performance potential can
grow exponentially. Identify strategies executives and managers can use to find the right workforce measures
and metrics.

TraCK J: build Project Management Capability and Maturity
Having a mature project management function within your organization will enhance the ability to
consistently deliver successful projects and programs within your organization. For many organizations, the
success or failure of projects will have a high impact on the success of the entire business. Furthermore, project
management plays a critical strategic role in a company’s ability to be flexible and adapt to change. Improve
your project management capabilities to exceed customer expectations and drive business performance.

TraCK K: leadership for innovation and Change
Leadership is an overlooked but extremely important driver of growth, innovation, and change. The best
leaders are able to create an environment where employees are empowered to initiate change. Leaders also
must understand that organizations will only experience long-term success if the culture fosters ownership and
accountability on all levels. Take your organization to new levels of excellence by effectively leading change and
cultivating innovation.

TraCK l: stimulate Growth in a Growth-inhibitive environment
In 2011 companies have had the opportunity to really study and understand the dynamics of the economy and
its impacts on the business environment. Leading organizations have found a way to calculate, commit, and
grow. This means they have developed an explicit understanding of their financial capacity, are leveraging their
core competences, and have ultimately reached a level of internal solidarity based on a commitment to growth
through sound business operations. Recapture the desire to engage in the fundamental business functions that
helped your organization get to where it is today.


day tWo
ConTinued
Choose sessions in TrACK G, h or i:

10:15
TrACK G: innovATive CorPorATe TrACK h: enhAnCe And imProve TrACK i: meThods And meTriCs for A
PerformAnCe mAnAGemenT orGAnizATionAl inTelliGenCe hiGh PerforminG worKforCe
meThods And PrACTiCes deliver high-impact achieve Meaningful and
utilize best-Practices business intelligence (bi) Manageable Metrics that
for developing a CPM for improved and Value- explicitly link workforce
framework that added decision Making Performance to
Maximizes results ƒ Discover the tangible benefits of business Goals
ƒ Leverage existing systems and that effective BI practices can offer ƒ Utilize productivity metrics to help
infrastructure to align performance across your organization identify capability gaps and
objectives with corporate strategy ƒ Utilize BI technologies to obtain analyze performance
ƒ Achieve higher levels of efficiency historic, current and predictive ƒ Understand the purpose, method
through effective reporting cycles views of business operations and desired outcome of any
and communication ƒ Improve your decision-making and process to ensure that metrics are
ƒ Gain a greater understanding of long-term business planning with accurately aligned
current performance levels and the data-driven insights generated ƒ Establish metrics that will direct
devise a roadmap for the from BI the workforce to the achievement
journey ahead Bill sWanson of critical success factors
BoB paladino managing director
aSmI Senior fellow; founder, Swanson consulting
Bob Paladino associates

11:20
TrACK G: innovATive CorPorATe TrACK h: enhAnCe And imProve TrACK i: meThods And meTriCs for A
PerformAnCe mAnAGemenT orGAnizATionAl inTelliGenCe hiGh PerforminG worKforCe
meThods And PrACTiCes Competitive intelligence: integrate an effective Talent
leverage the balanced dive deeper than Management system to
scorecard for optimal and data to become a Capitalize on workforce
Continued Performance superstar strategist Performance Potential
ƒ Examine a “best-in-class” example ƒ Learn how to think strategically to ƒ Discuss the best practices in
of how to leverage all capabilities of make the best use of your CI effective talent management and its
the BSC impact on business outcomes
ƒ Examine the four ways of thinking
ƒ Learn how to effectively articulate you should master to champion ƒ Realize talent as a rapidly
and communicate strategy to strategic planning increasing source of value creation
ensure that everyone understands
ƒ Supersede conventional ways of ƒ Effectively Manage the
the impact of their performance on
thinking in order to turn data into complexities of changing
the organization’s goals
actionable information employee expectations
ƒ Discover how the Balanced Scorecard
mark Chussil
can be used to keep everyone focused
founder and ceo
on objectives advanced competitive Strategies
roy Barnes
former Sr. VP – marriott Va-
cation club International (Bal-
anced Scorecard hall of fame
Winner); Principal – Bluespace
consulting

12:25 www.ThePerformanceConference.com 15

day tWo
ConTinued
Choose sessions in TrACK J, K or l:

1:25
TrACK J: Build ProJeCT mAnAGemenT TrACK K: leAdershiP for innovATion TrACK l: sTimulATe GrowTh in A
CAPABiliTy And mATuriTy And ChAnGe GrowTh-inhiBiTive environmenT
develop Project initiate a broad and engage in organic Growth
Management into sustained effort to establish initiatives to sustain
a strategic Tool for a Culture of innovation Your organization’s
Competitive advantage ƒ Communicate a link to today’s long-Term Viability
ƒ Identify the links between strategic work and the organization’s vision ƒ Become an execution champion
planning and project management in order to keep people motivated – find ways to achieve consistent,
ƒ Utilize a project management ƒ Lead others in your company to high-quality performance
maturity model to assess your ability become opportunity seekers and ƒ Prioritize your product-centric
to integrate project management take calculated risks and customer-centric initiatives to
throughout the organization ƒ Display a rich sense of curiosity to drive profits
ƒ Maximize the value gained from incite others to think about new ƒ Harness the power of making data-
project management by engaging ways to attain the organization’s driven insights to maximize the
in those projects that have a vision and long-term goals value derived from customers
direct influence in achieving dWight Cooper
strategic objectives ceo
Jason dunn PPr healthcare Staffing
operations Strategic consulting
manager, freddie mac

2:30

My colleague and I enjoyed the conference and actually
came away with some substantive ideas to make our
efforts better.” — BUENO FOODS, INC.


day tWo
ConTinued
Choose sessions in TrACK J, K or l:

2:35
TrACK J: Build ProJeCT mAnAGemenT TrACK K: leAdershiP for innovATion TrACK l: sTimulATe GrowTh in A
CAPABiliTy And mATuriTy And ChAnGe GrowTh-inhiBiTive environmenT
utilize benchmarking understand Transformational Conquer the Growth Game –
to achieve Project Change as a necessary discover the Critical success
Management excellence Component of factors in developing and
ƒ Analyze and develop the internal organizational Growth executing ambitious
actions required to advance and ƒ Develop a culture of urgency to help Growth Plans
achieve objectives eliminate complacency and support ƒ Set the right course or growth
ƒ Provide a continuous assessment transformational change initiatives direction by forming a clear view
of the company’s performance ƒ Learn how to navigate inevitable of the future
against its competitors to identify challenges and roadblocks in ƒ Assess your organization’s
and adopt best practices to obtain a change implementation strengths and limitations so that
competitive advantage ƒ Effectively communicate the you can adapt your business model
ƒ Maximize the value of benchmarking importance of new processes and to support the growth strategy
by defining and prioritizing the areas the role each person will play in ƒ Establish success metrics and
for improvement making a change determine roles and responsibilities
Jason dunn roy Barnes for executing and managing the
operations Strategic consulting former Sr. VP – marriott strategic growth plan
manager, freddie mac Vacation club International peter Bloom
(Balanced Scorecard hall of SVP of global growth,
fame Winner); Principal – mission essential Personnel
Bluespace consulting

3:40
Chairperson’s Closing remarks
Turn information into action – high-impact approaches to improved Performance
Throughout the conference there has been an abundance of information on how to stimulate your organization’s performance.
It is of utmost importance to act now when this information is fresh in your mind. So start identifying the methods and
practices that will help your organization reach its goals. This closing session will discuss the forward-looking action plans for
implementing what you have learned.
roy Barnes
aSmI Senior fellow

4:10
Conference Adjourns


conference
exhibiTors
Showcasing the Latest Management Innovations

network with industry leaders and your peers receive the latest product and
Step away from the office and meet fellow solutions offerings
executives from across the nation. Witness Be a part of the most up-to-date demonstrations
first hand the benefits they’ve received from and learn from key solutions providers available.
implementing the solutions provided.

Meet with leading industry solutions providers demonstrate results to your key stakeholders
Reserve a time to meet one-on-one with Show results to shareholders with the most recent
Performance Conference 2011 sponsors to receive measurement capabilities and performance
demos and learn how their solutions can help your management solutions hand-picked by the
organization plan, budget, measure and manage American Strategic Management Institute.
more effectively and efficiently.

become a sponsor!
To learn more about sponsorship opportunities contact andrew Goodwin at 202-739-9707 or
andrew.Goodwin@asMiweb.com


LogIStIcS &
reGisTraTion

Venue and hotel: CPe Credits:
The Performance Conference 2011 will be held at Hilton delivery Method: Group-live
Chicago Magnificent Mile hotel where a limited number Program level: Basic
of rooms have been reserved at the discounted rate of $166 Prerequisites: None
until Tuesday, April 5, 2011. Please contact the hotel at the advanced Preparation: None
number provided below to make reservations and be sure CPe CrediTs: 20 (14 for conference,
to use the group code American Strategic Management 6 for pre-conference seminars)
Institute to receive the American Strategic Management The American Strategic Management Institute (ASMI) is registered with the National
Institute (ASMI) discounted conference rate. Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional
education on the National Registry of CPE Sponsors. State boards of accountancy have final
authority on the acceptance of individual courses for CPE credit. Complaints regarding
Hilton Chicago Magnificent Mile sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue
198 East Delaware Place North, Nashville, TN 37219-2417. Website: www.nasba.org.

Chicago, IL 60611
Hilton Chicago Magnificent Mile Quality assurance
312.664.1100 ASMI strives to provide you with the most productive and effective educational
experience possible. If after completing the course you feel there is some way we can
improve, please write your comments on the evaluation form provided upon your
Hotel Rate: $166 arrival. Should you feel dissatisfied with your learning experience and wish to request
a credit or refund, please submit it in writing no later than 10 business days after the
Call in code: American Strategic Management Institute end of the training to:

ASMI Corporate Headquarters: Quality Assurance
805 15th Street NW, 3rd Floor
Tuition and Group discounts: Washington, DC 20005

Note: As speakers are confirmed six months before the event, some speaker changes
Tuition rates for The Performance Conference 2011 are: or topic changes may occur in the program. ASMI is not responsible for speaker
changes, but will work to ensure a comparable speaker is located to participate in
offerings early Bird regular the program.
rate* tuition If for any reason ASMI decides to cancel this conference, ASMI accepts no
responsibility for covering airfare, hotel or other costs incurred by registrants,
Conference Only * $1799 including delegates, sponsors and guests.
Pre-Conference Seminar * $499
discounts and Payment
• All ‘Early Bird’ Discounts must require payment at time of registration and before
*For the Early Bird Rate, or for more information on group the cut-off date in order to receive any discount.
discounts for The Performance Conference 2011, please • Any discounts offered whether by ASMI (including team discounts) must also
require payment at the time of registration.
contact Paul Rogers at 858-737-4122 or email him at • All discount offers cannot be combined with any other offer.
Paul.Rogers@ASMIweb.com • Discounts cannot be applied retroactively

Payment must be secured prior to the conference. If payment is not received by
the conference start date, a method of payment must be presented at the time of
registration in order to guarantee your participation at the event.


regIStratIon
forM
3 easy Ways to register:
VisiT Call fax this form to:
ThePerformanceConference.com 877-992-9522 866-234-0680

o Yes! Register me for The Performance Conference 2011
o Yes! Register me for the Conference plus a Seminar choose one: A B C
o Please call me. I am interested in a special Group Discount for my team

Name Title

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Method of Payment:
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Please make checks payable to: The Performance Institute
Cancellation Policy
ASMI will provide a full refund less a $399 administration fee for cancellations requested four weeks prior to the event start date unless cancellation occurs within two
weeks prior to the event start date. If a cancellation is requested less than two weeks prior to the event start date, no refund will be issued. Registrants who fail to attend
and do not cancel prior to the event will be charged the entire registration fee. All cancellations must be requested through the cancellation link found in your attendance
confirmation email. Please note that cancellation is not final until you receive a cancellation confirmation email.

o I have read and accepted the Cancellation Policy above.

aCKnowledGed and aGreed

By:_________________________________________________________________ Date: _____________________

Priority Code: B340-PR

Performance Conference

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