This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
Th starategic objectives for restructuring hr & significance of strategic rol...Aamna Shakeel
The document discusses the importance of restructuring human resource departments and functions to help organizations adapt, grow, and gain a competitive advantage. It outlines several key steps for effective restructuring, including developing loyal employees, aligning compensation with external markets, linking performance to organizational goals, and providing training and development opportunities. The role of human resource development and strategic leadership is also emphasized for cultivating future leaders, enhancing skills, and supporting career development. Overall, the document argues that restructuring HR and developing employees is critical for organizational success.
Organisational Development & People Management capabilityGerardPHealy
Organisational Development (OD) is a strategic management program designed to help organisations adapt to challenges through change and development. It aims to improve group and personal processes, enhance communication, and develop effective decision-making. An important part of OD is allowing active participation from those affected by change, who are more likely to support changes they helped create.
Organisational Development (OD) is a strategic management program designed to help organisations adapt to challenges through change and development. Successful organizational change is difficult, and maintaining employee motivation is critical. An effective OD program allows those affected by change to participate in the process, increasing their support.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
Th starategic objectives for restructuring hr & significance of strategic rol...Aamna Shakeel
The document discusses the importance of restructuring human resource departments and functions to help organizations adapt, grow, and gain a competitive advantage. It outlines several key steps for effective restructuring, including developing loyal employees, aligning compensation with external markets, linking performance to organizational goals, and providing training and development opportunities. The role of human resource development and strategic leadership is also emphasized for cultivating future leaders, enhancing skills, and supporting career development. Overall, the document argues that restructuring HR and developing employees is critical for organizational success.
Organisational Development & People Management capabilityGerardPHealy
Organisational Development (OD) is a strategic management program designed to help organisations adapt to challenges through change and development. It aims to improve group and personal processes, enhance communication, and develop effective decision-making. An important part of OD is allowing active participation from those affected by change, who are more likely to support changes they helped create.
Organisational Development (OD) is a strategic management program designed to help organisations adapt to challenges through change and development. Successful organizational change is difficult, and maintaining employee motivation is critical. An effective OD program allows those affected by change to participate in the process, increasing their support.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
Wendy Woolfork is an experienced human resources executive with a track record of developing and implementing strategic HR processes. She is skilled at needs analysis, building consensus, and resolving conflicts. Woolfork is recognized as a visionary thinker who can align HR projects with business goals. She is an influential leader and motivator who has delivered extraordinary results when building corporate culture and high-performing teams. Woolfork is also a confident communicator who has successfully identified leadership weaknesses and coached behavioral change at all levels of an organization.
Presentation implementation challenge Twynstra Gudde Business ImproversMichiel Beijer
This document discusses challenges with implementation and provides recommendations to address them. It suggests that implementation should be goal and result oriented with a customized approach that engages the organization. A consistent, multi-pronged strategy is needed that addresses objectives, culture, processes, structure, resources and other organizational aspects. Co-creation with stakeholders and a focus on clear communication and management/leadership development are also emphasized to achieve effective and efficient implementation.
1. Corporate reputation is gaining importance within company management and boards of directors.
2. Reputation impacts stock value, talent management, customer recommendations, and supplier relationships.
3. The communications management function has evolved to become the strategic manager of a company's perceptions from stakeholders.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains.
2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others.
3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right
This document discusses the roles and responsibilities of managers. It outlines Mintzberg's managerial roles which include figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, and resource allocator. It also discusses the different levels of management, functional areas, challenges of star managers, and the universal needs for management in all types and sizes of organizations.
A histogram is a tool that uses a bar chart to visualize the variation in a process. It shows the central value and dispersion of data on either side. The shape and size of dispersion can identify hidden sources of variation. Different histogram shapes provide insights into the process, such as symmetrical distributions indicating little variation, skewed shapes showing influence of limits, and multi-modal or plateau shapes signifying multiple distributions that need separating. Examining histograms is useful for understanding a process's capability and reducing variation.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
Although box-and-whisker diagrams present less information than histograms or dot plots, they do say a lot about distribution, location and spread of the represented data. They are particularly valuable because several box plots can be placed next to each other in a single diagram for easy comparison of multiple data sets.
The affinity diagram is a management and planning tool. Use of this tool is based on the understanding that time invested in planning will produce remarkable dividends as the generated ideas and plans are acted upon and implemented.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Dot plots graphically display variable data to show both random variation inherent in a process and the influence of any special causes. They work by plotting each data point as a dot, with additional dots of the same value stacked on top. The resulting pattern reveals information about a process's variation. Different funnel movements in a quincunx experiment, which simulates random and non-random variation, produce distinctive dot plot shapes like widened, bi-modal, plateaued, or outlier distributions. Dot plots are useful for measuring critical quality characteristics and identifying sources of variation.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
Wendy Woolfork is an experienced human resources executive with a track record of developing and implementing strategic HR processes. She is skilled at needs analysis, building consensus, and resolving conflicts. Woolfork is recognized as a visionary thinker who can align HR projects with business goals. She is an influential leader and motivator who has delivered extraordinary results when building corporate culture and high-performing teams. Woolfork is also a confident communicator who has successfully identified leadership weaknesses and coached behavioral change at all levels of an organization.
Presentation implementation challenge Twynstra Gudde Business ImproversMichiel Beijer
This document discusses challenges with implementation and provides recommendations to address them. It suggests that implementation should be goal and result oriented with a customized approach that engages the organization. A consistent, multi-pronged strategy is needed that addresses objectives, culture, processes, structure, resources and other organizational aspects. Co-creation with stakeholders and a focus on clear communication and management/leadership development are also emphasized to achieve effective and efficient implementation.
1. Corporate reputation is gaining importance within company management and boards of directors.
2. Reputation impacts stock value, talent management, customer recommendations, and supplier relationships.
3. The communications management function has evolved to become the strategic manager of a company's perceptions from stakeholders.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains.
2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others.
3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right
This document discusses the roles and responsibilities of managers. It outlines Mintzberg's managerial roles which include figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, and resource allocator. It also discusses the different levels of management, functional areas, challenges of star managers, and the universal needs for management in all types and sizes of organizations.
A histogram is a tool that uses a bar chart to visualize the variation in a process. It shows the central value and dispersion of data on either side. The shape and size of dispersion can identify hidden sources of variation. Different histogram shapes provide insights into the process, such as symmetrical distributions indicating little variation, skewed shapes showing influence of limits, and multi-modal or plateau shapes signifying multiple distributions that need separating. Examining histograms is useful for understanding a process's capability and reducing variation.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
Although box-and-whisker diagrams present less information than histograms or dot plots, they do say a lot about distribution, location and spread of the represented data. They are particularly valuable because several box plots can be placed next to each other in a single diagram for easy comparison of multiple data sets.
The affinity diagram is a management and planning tool. Use of this tool is based on the understanding that time invested in planning will produce remarkable dividends as the generated ideas and plans are acted upon and implemented.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Dot plots graphically display variable data to show both random variation inherent in a process and the influence of any special causes. They work by plotting each data point as a dot, with additional dots of the same value stacked on top. The resulting pattern reveals information about a process's variation. Different funnel movements in a quincunx experiment, which simulates random and non-random variation, produce distinctive dot plot shapes like widened, bi-modal, plateaued, or outlier distributions. Dot plots are useful for measuring critical quality characteristics and identifying sources of variation.
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
Kevin S. Munley has over 20 years of experience identifying and integrating organizational, process, and technology solutions to deliver measurable results. He has strengths in client relationship management, project/program management, strategic planning, organizational development, vendor relationship management, business process optimization, and performance management. Munley holds a BS in Information Technology from Shaftesbury University and an AA in Accounting from Rio Hondo College.
Performance Strategy & Change Management BrochureTaryn Soltysiak
IQPC and the Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help you better executive strategy and enable change within your organization. Join us as we analyze proven performance and change management strategies that cultivate a productive and motivated workforce and facilitate an improved operational system increasing your bottom line.
The document is a resume for Julie A. Genesse. It summarizes her as a strategic and results-oriented human resources professional with experience leading large-scale HR initiatives at Fortune 500 companies. She has expertise in talent management, organizational development, and relationship building.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
This document provides an overview of organizational change concepts from various frameworks and approaches. It discusses:
1. Key objectives in organizational change including programmatic change, developing the field of change management, and applying sensemaking frameworks.
2. The development of change management from initiatives like Kurt Lewin's work in the 1940s to modern consultants and theories.
3. Karl Weick's sensemaking framework which involves processes like identity construction, social sensemaking, and retrospection in decision making.
4. Different frameworks for understanding organizational change including scientific management, human relations, socio-technical systems theory, and contingency theory.
The document discusses a company called McKinney Rogers and their focus on business execution. They have a business execution model and Mission Leadership solution that helps companies align their organizations, set strategic direction, and measure performance to achieve sustainable results. McKinney Rogers claims to have no competitors in their space of helping companies translate their strategies into focused actions to deliver business results.
The document provides guidance on coaching employees through management by objectives including tutoring techniques, challenging performance, counseling behaviour, mentoring, assigning tasks, developing personal objectives, effective communication, handling responses to questions, and understanding motivation using Maslow's hierarchy of needs. It also includes examples of balancing scorecards, product roadmaps, workload planning, and other management tools. The overall focus is on coaching employees to achieve both individual and group objectives.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
The document describes an upcoming succession planning summit. The summit will take place from June 28-30 in Arlington, VA and will focus on developing effective succession plans. Over the course of two days, speakers will discuss how to create results-oriented succession plans, cultivate and retain employees, develop plans for varied workforces, and promote strong employer brands. Breakout sessions will cover topics like succession planning in difficult economies, incorporating employee feedback, common myths about succession planning, and using succession planning to create competitive organizations. Attendees can earn up to 15 CPE credits.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for each day with sessions on topics like creating results-driven succession plans, using social media to strengthen plans, developing a strong employer brand, and retaining top employees. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging all levels in the process.
The document describes an upcoming succession planning summit. The summit will take place from June 28-30 in Arlington, VA and will focus on developing effective succession plans. Over the course of two days, speakers will discuss how to create results-oriented succession plans, cultivate and retain employees, develop plans for varied workforces, and promote strong employer brands. Breakout sessions will cover topics like succession planning in difficult economies, incorporating employee feedback, common myths about succession planning, and using succession planning to create competitive organizations. Attendees can earn up to 15 CPE credits.
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
This document discusses performance leadership and the Performance Architectural Science Systems (PASS) approach. PASS aims to develop and sustain performance leadership among employees through two main operations:
1. The Advanced Media Program (AMP) delivers messages to influence how employees think about their work and develop expertise.
2. The Performance Analytics Operation (PAO) facilitates analytic methods to inform the AMP, diagnose outcomes, and define requirements for the organizational architecture.
PASS embeds analytics into operations to prevent ignoring conditions affecting performance. It seeks to develop sustainable achievements through employees' emerging capabilities rather than short-term fixes. This helps employees work towards localized improvements while developing career-enhancing skills.
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
The Motivation Factor Methodology provides a framework to improve self-motivation, learning, and handling change. It uses assessments and tools based on the Hierarchy of Motivation to help individuals and organizations better achieve their goals. Customers in both private and public sectors have seen increases in productivity, engagement, and innovation by applying the Motivation Factor concepts and tools in workshops, coaching, and performance reviews. The methodology has a strong scientific foundation and is designed to be practical, simple, and applicable across diverse contexts.
Bradford Matthews is an organizational and leadership development consultant with over 20 years of experience working with organizations around the world. He specializes in maximizing organizational impact through transformation, change management, leadership development, and talent management. As president of his own consulting firm, CHANGEase Inc., he has led numerous projects helping organizations improve effectiveness, culture, and performance.
Similar to Performance Strategy & Change Management Brochure 11 13 2012 (20)
This document contains references to training videos related to Lean Six Sigma. It is organized into sections for the Define, Measure, Analyze, and Improve phases. Each section includes 3-4 sets of 10 video references on topics like voice of the customer, SIPOC diagrams, process mapping, data analysis techniques, problem solving tools, and process improvement methods. The videos are from sources like Gemba Academy, SigmaXL, and LinkedIn learning groups.
The document outlines the analyze phase of a Lean Six Sigma project. It includes reviewing project charter and scope, identifying and prioritizing root causes through various tools like value stream mapping, Pareto analysis, hypothesis testing, and cause-and-effect matrices. Quick wins are targeted using tools like 5S, setup reduction, and Kaizen events. The phase culminates in a tollgate review to develop potential solutions before moving to the improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, identifying quick wins, collecting baseline data, conducting an MSA, analyzing process capabilities, and documenting conclusions. The tools covered are process mapping, data collection planning, operational definitions, basic statistics, histograms, control charts, and calculating sigma levels.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
The document outlines the control phase tools and activities for a Lean Six Sigma project. It includes reviewing project documentation, validating goals and benefits, developing standard operating procedures and controls, implementing and monitoring the solution, confirming attainment of goals, identifying opportunities for replication, and transitioning the project to the process owner. Key metrics are monitored to ensure the process remains in control. Lessons learned are captured to improve future projects.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
The article discusses the lack of real strategy in most strategic plans and outlines a better strategic planning process. It argues that typical plans focus on justifying current activities rather than developing strategy. A better approach starts with defining a vision and strategic result, then identifying 3-4 strategic themes and results. Objectives and initiatives are developed to achieve these results. This ensures strategy drives operations rather than the other way around. The process results in greater employee engagement and organizational alignment around strategic priorities.
The document discusses making performance improvement strategic by starting with high-level strategic thinking and aligning initiatives with organizational goals and strategy. It recommends developing a strategic framework that includes strategic elements, objectives mapped in a strategy map, and performance initiatives to address gaps in objectives. This allows initiatives to be logically tied to vision and strategy. The approach ensures line-of-sight alignment between goals, strategy, and performance at all levels of the organization.
The document discusses how news delivery has evolved from print newspapers to online sources. It notes that newspapers represent a 20th century model where information is filtered and delivered by editors, resulting in lag between events and readers learning about them. Online news allows for more reader-based filtering and real-time updates. This evolution reflects the general shift from static, authority-based "Web 1.0" to dynamic, community-driven "Web 2.0" models of information sharing. Similarly, business performance management has shifted from static, lagging finance reports produced by analysts to interactive systems allowing up-to-date access to both financial and non-financial strategic metrics through a balanced scorecard approach. The best automation tools support this Web 2
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
The champion of a Balanced Scorecard training was struggling to explain strategic themes to employees who were unfamiliar with strategy terminology. The employees had proposed themes like "Partner with Microsoft" and "Improve Customer Satisfaction" which were more like objectives or initiatives rather than overarching themes. The consultant explains that champions must be good teachers in order to convey abstract concepts effectively. He provides examples to show that themes should be recurring patterns across an organization's strategy, not single projects or objectives, and outlines how to properly introduce the concept of themes to students.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It explains that strategy-based scorecards align employee work with organizational strategy and vision. The document outlines how to develop a strategy-based balanced scorecard including defining mission, vision, strategic perspectives and objectives. It emphasizes linking these strategic components to create organizational alignment and communicate value creation for customers.
The document discusses how organizations can integrate innovation into their overall strategy using a balanced scorecard approach. It defines breakthrough and sustaining innovation and argues both can be managed. A balanced scorecard maps objectives across financial, customer, process, and capacity perspectives to ensure innovation supports the organization's mission and vision. Innovation becomes strategic when fully integrated into planning and management through objectives, measures, and initiatives on a strategic theme map.
This strategic whitepaper discusses performance management as a key component of integrated business process management. Performance management enables organizations to understand how well processes are performing, identify areas for improvement, and ensure processes are aligned with strategies, resources, and risk mitigation. The document outlines how to plan performance management by defining key performance indicators, process landscapes, accountability, and risks. It also discusses executing performance management through enterprise modeling, process modeling, and establishing foundational elements like a process repository. The goal is to close the loop in continuous business process improvement through an integrated approach.
The multinational bank initially struggled with a BPM initiative that mapped processes without clear goals or metrics. A new initiative called "Operation Excellence" first focused on understanding performance through key performance indicators before mapping processes. The bank implemented iGrafx software to create dashboards and visualizations of KPIs. This allowed data-driven decisions, such as insourcing HR functions after finding outsourced centers were underperforming. The bank now has over 750 users mapping processes and 1000 regularly using dashboards to improve business performance based on measurement data.
Performance Strategy & Change Management Brochure 11 13 2012
1. and proudly present ... NEW!
Additional Track and Change
Management Focused Topics
Just on Board!
Strategic Partner:
Transform your Organization -
from Vision to a High Performance Culture BENCHMARK YOUR
NOVEMBER 13-15, 2012 | NEW ORLEANS, LA SYSTEMS AGAINST THESE
LEADING ORGANIZATIONS
KEY TOPICS COVERVED :
& INDUSTRY EXPERTS
Create your own personalized conference agenda by selecting among our featured
plenary and break out session topics: Michael E. Raynor
Innovation Portfolio Leader,
– Creating a strategic line of sight – Strategy mapping Strategy, Brand & Innovation,
– Methods to sustain change – Meaningful performance DELOITTE SERVICES, LP
– Combining Change & Performance measures of results
Ed Martinez, CMA, MBA, VP- Shared
methods and tools – Leading your employees
Services, THE WENDY’S COMPANY
through Change
– Management & employee buy-in
– Increased ROI using performance Dorothy E. Swanson
– Strengthening your strategic scorecards & dashboards Chief Financial Officer for Johnson
focus & performance Space Center, NASA
– Influencing customer-facing &
– Building the desire for Change customer-contributing processes Elaine Furlow
– Building & enhancing your – Exploring performance Director Strategy & Planning, AARP
balance scorecard analytics processes
Elle Ringham
– Establishing a strategy – Creating the perfect action plan Group Vice President
deployment process
– Accelerating Change SUNTRUST BANK
Douglas C. Bean
DON’T MISS OUR KEYNOTE SESSIONS: Chief Operating Officer, ERIC
November 14th: The Innovator’s Manifesto MOWER AND ASSOCIATES
November 15th: Stage One Metrics and Analytics: Lesley Bachleitner Hazleton
Integrated Performance Framework Chief Financial Offi cer
FREEFLIGHT SYSTEMS
“This experience has given us a new confidence in the practice Susan Hill, Director, Strategic
of aligning mission, vision, values, and strategy to move an Planning and Analysis Group, Center
for Strategic Planning, CENTERS
organization forward.” FOR MEDICARE AND MEDICAID
– University of Minnesota. SERVICES (CMS)
Frank Mruk SMP
ENHANCE YOUR LEARNING BY ATTENDING OUR FStratPS, Assoc. Dean, Business
PRE-CONFERENCE WORKSHOPS and Strategic Planning, NEW YORK
INSTITUTE OF TECHNOLOGY
A 21st Century Balanced Scorecard Systems Michelle Brown
Vice President of Corporate
Performance Improvement
B Change Management in an Exponential World UNIVERSAL AMERICAN
Developing and Using Leading Indicators Jerry Stigall
C and Outcome Measures Director, Organization Development,
Strategy, & Policy, DOUGLAS
COUNTY GOVERNMENT
The Neurobiology of Change:
D Working with the Brain, Instead of Against It Monica R. Allen
Performance & Evaluation
Manager, Office of Management and
Sponsored by: Media Partners: Budget, MECKLENBURG COUNTY
MANAGER’S OFFICE
www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
2. NETWORK WITH VP’S,
LEAD, DIRECTORS,
SPECIALISTS
AND MANAGERS
RESPONSIBLE FOR:
• Performance
• Strategic Planning
• Business Planning
Dear Colleague, • Corporate Performance
IQPC and Balanced Scorecard Institute are proud to present the Strategic Performance & Change
• Strategy Execution
Management conference to help enhance executive strategy and enable change within your • Change Capability
organization. Join us as we analyze proven performance and change management strategies that • Talent Management
cultivate a productive and motivated workforce and facilitate an improved operational system while • Change Management
increasing your bottom line.
• Change Strategy
The distinguished speaker faculty will be presenting their own case studies focusing on • Project Management
performance and change management while providing you with advice on how to overcome your • Program Management
biggest challenges and improve your systems. Don’t have a system in place? Improving your • Change & Innovation
current system? Changing systems? Then this is the place for you! • Change Integration
• Communication
The program has been designed to provide you with several beneficial learning opportunities from
leading performance and change management experts through workshops, keynotes, case studies • Organizational
and panel discussion presentations. It provides a means to improve organizational performance by Effectiveness
linking and aligning individual, team and organizational objectives and results. • Human Resource
Operations
Strategic Performance & Change Management is the ideal platform for you to learn about: • Financial Planning &
Analysis
• Improving strategic focus and performance • Business Analysis &
• Increasing productivity and financial performance Planning
• Communicating and sustaining changes
• Accelerating the organization’s ability to absorb change • Market Research
• Aligning employee work to the strategy of the organization • Forecasting
• Improving your business operations • Operations
• Establishing effective strategic and operational performance metrics
• Implementing successful balanced scorecard methodologies
• Monitoring organizational performance against strategic goals “Comprehensive,
connecting and
Join industry leaders in New Orleans as they identify the factors that will assist you in designing, complementing to what we
implementing and reviewing your performance and change management systems.
are doing in our organization
ST SEE both in long term and short
d the MU
We look forward to seeing you in New Orleans!
P.S. Atten kshops
rence wor term strategic planning
pre-confe challenge
s
to address
designed ct ionable and strategy in action.”
up with a
and come
Claudia Rubino Howard Rohm s!
solution IFFCO GROUP
.
See page 3
Program Director Co-founder, President and CEO
IQPC The Balanced Scorecard Institute
ABOUT THE BALANCED SCORECARD INSTITUTE
The Balanced Scorecard Institute, a Strategy Management Group company, provides training,
certification and consulting services to commercial, government, and non-profit organizations
in applying best practices in balanced scorecard, strategic performance management and Visit the Resource Center
measurement, and transformation and change management. for interviews, articles, and
Products and services include public and on-site courses, facilitation and consulting services, and information and tools research papers from BSI
used by executives, managers and analysts to transform their organizations into “performance excellence” organizations. and others including:
The Institute also provides, through the balancedscorecard.org website, a resource to obtain information, ideas and Using the Balanced Scorecard
best practices based on lessons learned from extensive experience in building strategic management and performance
measurement systems using the award-winning Nine Steps to SuccessTM balanced scorecard methodology. to Align Your Organization
www.balancedscorecard.org
Strategy Based Balanced Scorecards
SPONSORSHIP AND EXHIBITION OPPORTUNITIES for Technology Companies
Sponsorships and exhibits are excellent opportunities for your company to showcase its products
Themes of Confusion
and services to high-level, targeted decision makers attending the Strategic Performance & Change
Management conference. IQPC helps companies like yours achieve important sales, marketing and Build Innovation into Your Strategy
branding objectives by setting aside a limited number of event sponsorships and exhibit spaces – all of
which are tailored to assist your organization in creating a platform to maximize its exposure at the event. Evidence of a Mature Scorecard:
For more information on sponsoring or exhibiting at this or upcoming events, please contact Simon The Power of Alignment
Copcutt at 1 (212) 885-2771 or Simon.Copcutt@iqpc.com.
2 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
3. PRE-CONFERENCE WORKSHOPS
Tuesday, November 13th, 2012
A
7:15am Registration | 8:00am – 10:00am
21st Century Balanced Scorecard Systems
Historically, balanced scorecard systems have been defined How you will Benefit:
by the performance measures that make up the final • Build your scorecard system starting with the strategic
scorecard. Today, these systems are much more robust and are elements you already have
used to align an organization around the strategies that define the • Turn your measurement-focused, balanced scorecard into a
organization’s vision and mission. This workshop will teach you how to strategic performance management scorecard
build your system from the strategic components that already exist in • Learn the critical elements that define a successful scorecard system
your organization. Learn how a “21st century” scorecard system can • Learn how to align an organization – people, strategy and
help improve organization performance, alignment and both individual vision – using a scorecard system
and corporate accountability. This is a “how-to” workshop, developed
Your Workshop Leader:
and presented by the people who transformed scorecarding from
Howard Rohm
simple performance measurement to integrated strategic planning
Co-Founder, The Balanced Scorecard Institute
and management -- the Balanced Scorecard Institute.
Creator, Nine Steps to Success™ Balanced Scorecard Framework
B
10:00am Registration | 10:15am – 12:15pm (Lunch to be served during this session)
Change Management in an Exponential World
Today’s digital revolution is completely redefining the How you will Benefit:
fundamental principles and practices of management. A • Discover the new skills-set for successfully managing change
19th century linear management model is no longer sustainable in a more complex, hyper-connected world
in a 21st century exponential world. Recently the scientific world • Understand the five fundamental disciplines that drive
was astonished when, in only ten days, a disparate group of extraordinary performance
online student gamers used their collective intelligence to solve • Learn how you can quickly collate your organization’s
a molecular puzzle that had baffled professorial experts for over collective intelligence to define the right strategy and build
a decade. When organizations have the processes to collate their employee buy-in.
collective wisdom, they quickly learn that nobody is smarter or faster • Leave with a tool that will enable you to use the full diversity of
than everybody. They also learn that leveraging collective intelligence knowledge within your organization to stay ahead of the pace
is the key to managing change and achieving extraordinary of change
performance. In this highly interactive session, you and your fellow
Your Workshop Leader:
participants will aggregate your own collective knowledge to quickly
Rod Collins
solve a difficult problem. And you will discover how you can turn this
Owner
rich asset into a competitive advantage by creating a smarter, faster
Wiki-Management, LLC
organization that easily moves at the pace of accelerating change.
C
12:15pm Registration | 12:30pm – 2:30pm
Identifying the Right Measures to Drive Performance
Whether you’re building a balanced scorecard for your • Understanding the difference among input, process (lead
organization’s strategic management or a leaner KPI (key measures), output, intermediate outcome and end outcome
performance indicator) scorecard, developing the right number measures (lag measures)
and combination of performance measures is not only essential, it • Develop strategic outcome and output –focused performance
is often the most challenging part of any scorecard work. Using measures
Stacey Barr’s performance measure design model and the Logic • Target and threshold setting
Model, you will learn how to focus your energy and effort to
Your Workshop Leader:
“Measure what matters,” as Stacey Barr often says, without over
Jerry Stigall
burdening scorecards with too many measures that “don’t matter.”
Director, Organization Development, Strategy, & Policy
How you will Benefit: Douglas County Government
• Effectively translating organization, departmental and
employee strategy into measurable results
D
2:30pm Registration | 2:45pm – 4:45pm
The Neurobiology of Change: Working with the Brain, Instead of Against It
Neuroscience has made great strides in the past two How you will Benefit:
decades, providing a number of useful insights for leaders • Learn how resistance to change is “hard wired” into our brains
looking to drive change among employees, customers and other • Understand what Neuroscience tells us about what enables
stakeholders. The structure and function of the brain has a great change
deal to do with what people are able/not able to do – individually • Discover how to create an organizational learning environment
and collectively. This workshop will take a practical approach to that fosters adaptability, resilience, and better collaboration
some of the key barriers and enablers, with some refreshing stories • Develop three practical steps you can use tomorrow
about how they were discovered. Your experience will conclude
Your Workshop Leader:
with a review of Do’s and Don’ts, and an opportunity to ask specific
Marsha Shenk
questions and applications to participants’ enterprises.
Founder
The BestWork® People
3 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
4. MAIN CONFERENCE DAY 1
Wednesday, November 14, 2012
7:45 Registration & Coffee
8:45 Welcoming Remarks
Michelle Thomas
Deputy Mayor of Operations,
City of New Orleans
8:50 Opening Remarks from the Chairperson
9:00 KEYNOTE: THE INNOVATOR’S MANIFESTO
Is there such a thing as a “science” of innovation? You wouldn’t know it by listening to how most people talk about it: an irreducibly creative
act, in which the embrace and even the encouragement of failure is a precondition of success. Worse, the term has been debased through
overuse, so much that any change, however trivial, tries to bask in the halo of what once was a key driver of long-term competitive success. It’s
time to fix that. Dr. Michael E. Raynor’s ground-breaking research demonstrates that it is possible to improve our predictive accuracy when it
comes to identifying and commercializing innovations. Drawing on the results reported in his 2011 book The Innovator’s Manifesto, Raynor will
describe the characteristics of innovations that are systematically more successful and explain how you can use this knowledge to turn your
innovation efforts from an art, to a science.
Michael E. Raynor
Innovation Portfolio Leader, Strategy, Brand & Innovation
Deloitte Services, LP
10:00 CREATE A STRATEGIC LINE OF SIGHT: LINKING ORGANIZATION MISSION AND VISION TO INDIVIDUAL PERFORMANCE
In today’s increasingly complex organizational structures, escalating numbers of executives and senior managers are encountering the same
issues. Once strategies, plans and objectives are conceptualized and created at the top, they need to be translated into the language of depart-
ments and individual performance. Challenging issues arise as the strategies, plans and objectives make their way down each successive level
within the organization – in many cases, in an increasingly unclear fashion. This session will focus on building a management system that com-
municates with clarity throughout the organization, assuring that original strategy, plans and objectives are clearly understood. Topics include:
• Integrating strategic planning and strategic management into a seamless, holistic system
• Empowering every employee to understand and contribute towards the vision, mission and strategies of their organization
• Providing concise, timely information that helps management see and understand what needs to be done and where to focus
• Best practices in establishing a strategic line of sight, building individual and organizational accountability and employee buy-in
Howard Rohm
Co-Founder, President and CEO
The Balanced Scorecard Institute
10:45 Morning Networking & Refreshment Break
11:30 EFFECTIVELY COMBINING CHANGE AND PERFORMANCE MANAGEMENT METHODS & TOOLS
Change management is a necessary component for any organizational performance improvement process to succeed. There are clear ben-
efits to utilizing aspects of performance management within a change management program and vice versa. Supporting programs such as
Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring and continuous process
improvement can also be incorporated to achieve a higher level of success. This session will focus on:
• Key benefits of combining change and performance management methods and tools
• Discussing proven areas of success
• Determining the “when, where and how”
• Tools to help strategic planning and management professionals achieve results
Elle Ringham
Group Vice President
SunTrust Bank
12:15 Networking Luncheon
TRACK SESSION BEGINS
TRACK A TRACK B
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:15 CASE STUDY: STRENGTHENING YOUR STRATEGIC FOCUS & CASE STUDY: HOLISTIC CHANGE MANAGEMENT:
PERFORMANCE ENABLING A COMPANY TO EFFECTIVELY CHANGE
• Transforming the Dashboard into a more strategic • Review the overall process: define, engage, deploy, ensure
tool • Define: Create the logic
• Driving performance to best increase strategic • Engage: Capture the hearts and minds
success • Deploy: Take to the masses
• Determining the right objectives to help achieve • Ensure: Secure the improvements
your goals • Combining the concepts of Balanced Scorecard, Project
• Communication and tools to sharpen strategic focus Management and traditional Change Management
• The strategic intent role of the Enterprise • Creating better opportunities for sustaining successful
Strategy Group efforts for improvement
Elaine Furlow Douglas C. Bean
Director Strategy & Planning Chief Operating Officer
AARP Eric Mower and Associates
4 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
5. MAIN CONFERENCE DAY 1 (continued)
Wednesday, November 14, 2012
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
2:00 CASE STUDY: STRATEGY DYNAMICS AND RAPID PACE CASE STUDY: LEADING YOUR EMPLOYEES THROUGH CHANGE
INNOVATION • Addressing employee fears and concerns
A Dynamic Model of the strategy process takes into • Ensuring good communication from the top down
consideration that strategic planning is dynamic, partially • When should you delegate? Control the information you
planned and partially unplanned. Design Thinking refers to the give by using managers who know their staff and know how
methods and processes of creating innovative solutions for ill- best to communicate
defined problems. This session will explore the intersection of • Enabling and encouraging employee feedback and questions
Strategy Dynamics and Rapid Pace Innovation: • Do you have the right coaching skills?
• The evolution of strategy models and design thinking • Keeping a balance between individual needs and the overall
• Overcoming time compression diseconomies needs of the organization.
• Causal ambiguity and capabilities Dorothy E. Swanson
• The systemic meta view Chief Financial Officer for Johnson Space Center
Frank Mruk NASA
Associate Dean
New York Institute of Technology
2:45 Afternoon Networking & Refreshment Break
3:45 CASE STUDY: BUILDING AND ENHANCING YOUR BALANCED METHODS TO SUSTAIN THE CHANGE: MEASUREMENT SYSTEMS,
SCORECARD REWARDS AND REINFORCEMENT
• Starting with the elements you have • Once change has been implemented and initially embraced,
• Understanding the critical elements of a best practice how do you sustain that feeling?
scorecard system • What are the key measurements to focus on?
• Developing meaningful strategic and operational • How do you ensure your rewards and reinforcement system
performance measures are motivating your employees?
• Prioritizing and managing strategic initiatives • How much communication with employees is required for
• Overcoming implementation and sustainability adequate feedback?
challenges
Lee Lopez,
Director, Strategic Performance and Management
Defense Finance and Accounting Service (DFAS)
4:30 PANEL DISCUSSION: MANAGEMENT & EMPLOYEE BUY-IN: THE BASES FOR PROJECT SUCCESS AND EFFECTIVE MANAGEMENT
• Step by step approach to ensuring management and employee buy-in
• Building stakeholder engagement in an environment that is resistant to change
• Fostering a culture of continuous improvement from the top down and ensuring leadership buy-in
• Ensuring clear communication
• Addressing the major pitfalls and challenges
Moderator:
Alan Fell
International Senior Associate
The Balanced Scorecard Institute
Panelists:
Michelle Brown
Vice President of Corporate Performance Improvement
Universal American
Dorothy E. Swanson
Chief Financial Officer for Johnson Space Center
NASA
Douglas C. Bean
Chief Operating Officer
Eric Mower and Associates
Susan Hill
Director, Strategic Planning and Analysis Group
Center for Strategic Planning, “It was a wonderful experience
Centers for Medicare & Medicaid Services (CMS)
sharing ideas with other practitioners
5:15 Close of Main Summit Day One
of the BSC from other corporate
5:45 Cocktail Reception
organizations.”
- Uganda Revenue Authority
5 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
6. MAIN CONFERENCE DAY 2
Thursday, November 15, 2012
7:35 Registration & Coffee
8:35 Welcoming Remarks from the Chairperson
8:45 KEYNOTE: STAGE ONE METRICS AND ANALYTICS: INTEGRATED PERFORMANCE FRAMEWORK BENCHMARKING FOR THE SUCCESS OF YOUR
SERVICE DELIVERY MODEL
As finance and accounting professionals, we use metrics for basic operational reporting of financial results. Many companies and
organizations have expanded performance focus to include other critical areas that drive high performance, beyond just financial results. The
balanced focus on performance areas such as customer service, innovation, employee engagement and financial results helps an organization
achieve optimal overall results. This also helps create an ongoing integrated culture of excellence. Our expert speaker will share key insights
on how to build the key performance indicators that are included in an effective Balanced Scorecard , as well as the underlying metrics that
drive favorable results. In this session, a case study will be presented and you will learn:
• How to create a simple and easy to understand mission statement
• The steps in building a High Performance Culture
• How to develop and maintain a Balanced Scorecard for a shared services start-up with KPIs and metrics and link it to compensation
• How to integrate end to end processes via a partnership model
• Communication vehicles to converse with senior management, employees, customers and other key stakeholders
• Actual high performance results that have been achieved using this performance framework!
Ed Martinez
CMA, MBA, VP- Shared Services
The Wendy’s Company
9:45 CASE STUDY: ESTABLISHING A STRATEGY DEPLOYMENT PROCESS: A BALANCING ACT BETWEEN A TOP-DOWN, BOTTOM-UP & HORIZONTAL APPROACH
Through the use of strategy deployment processes which align and link business strategy and execution, organizations are striving to ensure
that organization-wide performance improvement initiatives yield strategic results. This approach has the ability to drive accountability
and commitment, link employee performance with compensation and facilitate prioritization. Join us in analyzing this hybrid approach that
translates into line-level goals and objectives. This session will focus on:
• Understanding the need for strategy deployment and its benefits
• Outlining the approach to get the right stakeholders involved
• Addressing unique challenges that arise as a part of the process
• Defining key elements and actual steps in implementing the process
• Analyzing how ideas and metrics are exchanged vertically and horizontally in an organization to drive alignment
Lesley Bachleitner Hazleton
Chief Financial Officer
FreeFlight Systems
10:30 Morning Networking & Refreshment Break
11:15 CASE STUDY: STRATEGY MAPPING - VISUALLY COMMUNICATING YOUR VALUE CREATION STORY
• Setting your priorities straight
• Breaking down strategy into strategic objectives
• Understanding how objectives are linked in cause-effect relationships
• Map a strategy to tell your story
• Effectively using your strategy map
Jerry Stigall
Director, Organization Development
Strategy, & Policy, Douglas County Government
Gail Perry
Vice President Strategic Solutions
Balanced Scorecard Institute
12:00 Networking Luncheon
TRACK SESSION BEGINS
TRACK A TRACK B
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:00 CASE STUDY: UTILIZING THE BALANCED SCORECARD AS A CASE STUDY: SUPPORTING CHANGE THROUGH THE
STRATEGY MANAGEMENT SYSTEM DEVELOPMENT OF COMPETENCY AND KNOWLEDGE
• How aligning and cascading a Balanced Scorecard • Selecting training & performance building strategies that
allows you to leverage input and data from each tier of fulfills organizational needs
your organization • Recognizing the essential part played by talent management
• How automation of your Balanced Scorecard helps to and its benefits
create a Strategy Management System that allows you to • Building an internal capacity for strategy facilitation
identify linkages and impacts that were unseen on paper • Enhancing strategic planning, performance measurement
• Managing performance of your strategy and your and strategy management competencies and support across
organization through a Strategy Management System the organization
• Creating organizational change through performance Susan Hill
management reviews focused on data analysis and review Director, Strategic Planning and Analysis Group
of what’s important now Center for Strategic Planning
Sylvia Erika Peré Centers for Medicare and Medicaid Services (CMS)
Chief, Strategic Planning Division,
Walter Mitton
U.S. Army Medicine, Office of the Surgeon General
Management Analyst, Center for Strategic Planning,
Centers for Medicare and Medicaid Services (CMS)
John Ritchie
Strategic Management Analyst
Directorate of Strategy Management,
U.S. Army Medicine, Office of the Surgeon General
6 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com
7. MAIN CONFERENCE DAY 2 (continued)
Thursday, November 15, 2012
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:45 DEVELOPING MEANINGFUL PERFORMANCE MEASURES OF CASE STUDY: HOW TO ATTAIN EFFICIENCIES & ROI USING
RESULTS PERFORMANCE SCORECARDS AND DASHBOARDS
• Addressing the challenges of measurement-based Organizations are increasingly looking at ways to drive higher
management business performance – at the individual department level and
• Translating strategy language into clear, measurable across the organization. However, the inability to effectively
and desired results monitor and measure operations, establish a line of sight
• Developing strategic, outcome and output focused between the overall company strategy and supporting operations,
performance measures plus the lack of mechanisms that help drive improvements in
• Ensuring a quality reporting system underperforming areas are often cited as the biggest impediments
• Key lessons learned to achieving better business performance. Attend this session to
• Major pitfalls and challenges in developing performance learn how a local utility company:
measures and results • Moved beyond just monitoring the business, to creating an
Monica R. Allen environment of continuous performance management that
Performance & Evaluation Manager, drives informed decision-making
Office of Management and Budget, • Received an ROI of $3 million by: automating their KPIs,
Mecklenburg County Manager’s Office analyzing the effectiveness of corporate initiatives, reducing
budgets of non-performing projects and re-allocating
resources for maximum success
• Created line-of-sight from the executive level to individual
contributor with a dedicated Performance Management
team
• Is now recognized as a Performance Management Champion
with their peers in the utilities industry.
Gary Filan
Vice President Global Sales, Performance Analytics Group
Actuate
2:45 Networking & Refreshment Break
3:15 UNDERSTANDING PERFORMANCE ANALYTICS MOBILIZING AND MOVING FORWARD: ACCELERATING STRATEGY
• Examples of how performance analytics can better EXECUTION AND CHANGE IN DYNAMIC TIMES
inform decision making • Change Management case studies: key do’s and don’ts to
• Choosing software tools to make performance analytics accelerate results for major strategy execution/change
work for your organization – a step by step practical efforts with real-life examples and outcomes
approach • Building trust during a long-term change that you know
• Moving from performance data to performance where the organization is headed - personally, holistically,
information to business intelligence using performance realistically and for amplification
analytics • Nurturing commitment to change by lighting the fire,
• Practical application of performance analytics in creating a burning platform, creating sufficient urgency,
business, government, and non-profit organizations convincing yourself and others why you care about the
David Wilsey change
Vice President of Education & Technology • Building confidence in the change process through effective
Balanced Scorecard Institute execution
• Carefully choosing staff to execute clearly understood
activities in a well-managed program, which in turn
systematically engages others and develops a manager’s
capability to foster change
Supriya Desai
Global Strategic Change and Transformation Leader
4:00 PANEL DISCUSSION: CREATING THE PERFECT ACTION PLAN FOR YOUR ORGANIZATION
Please join us for an interactive discussion where panelists help you develop an action plan for putting what you learned at the conference into
action. Come to this closing session and leave the conference with a plan for building, completing or enhancing your organization’s strategic
management system based on worldwide best practices.
• Understanding the elements of good strategic and change management
• Developing a gap analysis of your organization’s strategic and change management status
• Sharing experiences in developing and implementing strategic and change management projects
• Creating a tailored action plan for your organization
Panelists:
Michelle Brown
Vice President of Corporate Performance Improvement
Universal American “The most comprehensive approach
Lesley B. Hazleton to integrate strategic planning with
CFO
FreeFlight Systems performance management.”
Dan Montgomery Ed Martinez - President,
Vice President, Professional Services CMA, MBA, VP- Shared Services Board of School
Balanced Scorecard Institute The Wendy’s Company
Superintendents
4:45 Main Conference Concludes
7 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com