Performance Conference

www.ThePerformanceConference.com 1

May 3–5, 2011 | Chicago, IL

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

Implement Dynamic Strategies for Driving Growth, Sustaining Results, and Managing Organizational Performance

Earn up to 20 CPE Credits ThePerformanceConference.com

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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 AttendingTITLE

� C-Level Executives

� C-Level executive direct report teams

� Chief Performance Officers

� Presidents

� Vice Presidents

� Directors

� Managers

� Analysts

… and anyone involved in business planning, corporate performance, and strategy execution.

FUNCTION � Strategic Planning

� Information Technology

� Customer Management

� Business Analytics

� Finance

� Marketing/Research/Product Development

� Sales/Business Development

� Project and Program Management

� Corporate Development

� Human Resources

� Operations

� Risk Management

INDUSTRY � Financial Services

� Retail/Consumer Goods

� Healthcare and Pharmaceuticals

� Technology and Telecommunications

� Travel, Hospitality and Entertainment

� Industrial Manufacturing

� Education

� Automotive and Transportation

� Energy and Utilities


Dear Colleague: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 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 and operational performance.

Most organizations have developed ways to best cope with the current economic conditions through strategic budgeting, workforce initiatives and innovation efforts. However, organizations 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.

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 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 identify new leads for more business opportunities.

Leaders in performance management will be on hand for The Performance Conference 2011. Join them and you will emerge with powerful lessons and tools for driving real and immediate performance improvements in your organization through measures, metrics and business analytics.

I look forward to seeing you in Chicago!

Best Regards,

Roy Barnes

Letter from theConferenCe Chair

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DEvELOP Competitive Strategies that Will Drive Great and Sustainable Results

DEvISE Measures and Metrics that Explicitly Link Business Objectives to Strategy

AChIEvE Customer-Centricity for Greater ROI and Bottom Line Results

IMPLEMENT Lean Six Sigma Tools and Methods to Strengthen Operational Strategy

DRIvE Growth and Performance with Innovative Performance Management Practices

1 2 3 4 5Top 10 Reasons to Attend:

Pre Conference Seminars: Tuesday, May 3, 20118:00 Pre-Conference Seminar Registration & Continental Breakfast

9:00 seMinar a: Develop and Implement a Strategy-Aligned Balanced Scorecard

seMinar b : Business Analytics Fundamentals— Effective Use of Data and Information to Drive Positive Business Performance

seMinar C: Lean Six Sigma White Belt Certification

4:00 Seminars Adjourn

Day one: Wednesday, May 4, 20117:30 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 Execute Strategy

TRACk B: Establish the Strategy-Finance Connection for Optimal Bottom Line Results

TRACk C: Risk Management for a New Set of Business Threats

10:00 Develop and Execute a Sound Strategy for Achieving Business Goals

Align Budgets to Business Performance Planning with Well-Conceived Measures and Objectives

Integrate Performance and Risk Management as a Closed-Loop Process for Maximum Results

11:10 Networking Break & Exhibits

11:20 Define and Articulate How Your Company Will Create Value Through Its Strategic Objectives

Identify Key Business Drivers and Perform Scenario Analysis to Ensure a Strategically Aligned Financial Function

Build an ERM Toolkit with Clear, Manageable and Meaningful Key Risk Indicators

12:30 Networking Luncheon & Exhibits

TRACk D: Measure, Monitor and Manage Performance for Positive Business Results

TRACk E: Customer Management Practices for a Sustainable Competitive Advantage

TRACk F: Profit through Process – Utilize Six Sigma Tools for Operational Excellence

1:40 Identify and Manage the Metrics and Measures that Will Keep Your Organization on the Shortest Path to Success

Understand the Value of Customer-Centricity and How to Integrate it Within Your Organizational Culture

Integrate Six Sigma Tools to Drive Efficiency in Executing the Strategic Plan


3:00 Monitor and Report Key Metrics for Improved Performance, Decision-Making and Transparency

Implement an Effective Voice of the Customer (VOC) Framework to Optimize Your Customer Connectedness

Using Rapid Improvement Events (Kaizen) to Achieve Dramatic Results

4:10 Exhibits & Networking Cocktail Reception

5:30 Day 1 Adjourns

agendaaT-a-GlanCe


IMPROvE Long-Term Viability with a Well-Conceived Risk Management Framework

ENhANCE Your Organizational Intelligence for More Accurate and Meaningful Decision Making

REALIzE Innovation as a Fundamental Driver of Improved Business Performance

MEASURE and Improve the Productivity of Your Workforce

INCREASE Your Competitive Intelligence to Achieve a Sustainable Competitive Advantage

6 7 8 9 10

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 Performance Management Methods and Practices

TRACk h: Enhance and Improve Organizational Intelligence

TRACk I: Methods and Metrics for a high Performing Workforce

10:15 Learn Best Practices for Developing a CPM Framework that Maximizes Results

Deliver High-Impact Business Intelligence (BI) for Improved and Value-Added Decision Making

Achieve Meaningful and Manageable Metrics that Align Workforce Performance with Business Goals

11:20 Leverage the Balanced Scorecard for Optimal and Continued Performance

Competitive Intelligence: Dive Deeper than Data to Become a Superstar Strategist

Integrate an Effective Talent Management System to Capitalize on Workforce Performance Potential

12:25 Networking Luncheon & Exhibits

TRACk J: Build Project Management Capability and Maturity

TRACk k: Leadership for Innovation and Change

TRACk L: Stimulate Growth in a Growth-Inhibitive Environment

1:25 Develop Project Management into a Strategic Tool for Competitive Advantage

Initiate a Broad and Sustained Effort to Establish a Culture of Innovation

Engage In Organic Growth Initiatives to Sustain the Organization’s Long-term Viability


2:35 Utilize Benchmarking to Achieve Project Management Excellence

Understand Transformational Change as a Necessary Component of Organizational Growth

Discover the Critical Success Factors in Developing and Executing Ambitious 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

agendaConTinued


8:00Pre-Conference Seminar Registration & Continental Breakfast

9:00–4:00, with a Networking Luncheon 12:00–1:00seminAr A develop and implement a strategy aligned balanced scorecardA 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:

� Learn how to use established tools and templates to help accelerate your results � Discover a roadmap for the journey to developing, deploying and cascading strategy maps and scorecards � Hear best practices from organizations that achieved BSC success � Obtain practical tools that you will utilize to help your organization manage performance and execute strategy

BoB paladino aSmI Senior fellowfounder, Bob Paladino associates

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.

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

Tuesday, May 3, 2011

Pre-conferenceseMinars

Choose seminAr A, B, or C:


9:00–4:00, with a Networking Luncheon 12:00–1:00seminAr Bbusiness analytics fundamentals: effective use of information to drive Positive business PerformanceResearch shows that companies using business analytics, predictive tools and root cause analysis as part of their scorecard and BPM efforts achieve greater performance improvements than those using only scorecards. This interactive course introduces attendees to concepts of business intelligence, business analytics, data visualization, and how to effectively leverage information for business advantage. It covers collecting the data required for business analytics, common challenges and how to overcome them, and best practices for implementing business analytics to achieve improved business performance. Case studies demonstrate how leading companies use business analytics and the benefits they derive from doing so. Exercises provide an opportunity for attendees to apply analytic concepts to their own situations. Live demonstrations will present leading-edge analytic tools and actual techniques.


� See highlights of a recently completed research study on how companies are using analytics in conjunction with their BPM program to achieve superior business results

� Hear examples of how successful organizations can leverage analytics for competitive advantage

� Identify essential elements of a business analytics program

� Discover common business and technical challenges to implementing business analytics

� Understand the role of data visualization in “telling the story” contained in data

seminAr Clean six sigma white belt CertificationEliminating waste as a strategy to improve organizational performance is one of the key factors in any Lean Six Sigma initiative. Our intensive White Belt Certification seminar is a basic course allowing executives to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. Attendees of this seminar will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. You will also learn how to utilize the key tools and techniques needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30-minute examination at the conclusion of the course to ensure they have a working knowledge of the information provided.


� Understand the history and background of Lean Six Sigma

� Learn how to develop a project charter � Evaluate the core concepts of Lean and Six Sigma � Maximize your understanding of the Lean Six Sigma

methodology (focus on DMAIC – Define, Measure, Analyze, Improve, Control)

� Learn how to identify non-value added steps in your process

� Develop skills needed to manage the culture change � Understand how to use data properly to effectively

measure, analyze, improve and control performance � Evaluate Voice of the Customer (VOC) techniques � Examine the Cost of Poor Quality (CPQ) � Learn key data collection strategies � Receive basic statistics, graphical analysis and Statistical

Process Control (SPC) trainingCharis grossman, pmp®, six sigma Black BeltSr. consultant, St. Petersburg college, State college of florida and the Performance Institute

4:00Seminars Adjourn

Tuesday, May 3, 2011

Pre-conferenceseMinars

Choose seminAr A, B, or C:


7:30Conference Registration, Continental Breakfast & Exhibits

8:00welcome address and opening remarks by Chairperson

roy BarnesaSmI Senior fellowformer 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 GrowthEnterprise 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.


dayoneWednesday, May 4, 2011


TraCKoVerViews

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 resultsAccording 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 resultsWhat 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 advantageCustomer 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.

10

day oneConTinuedWednesday, May 4, 2011

Choose sessions in TrACK A, B or C:

10:00TrACK A: define, redefine, And exeCuTe sTrATeGyMaintain a Competitive advantage by developing a sound strategy for achieving business Goals � Formulate a strategy that addresses

the pertinent business dynamics � Execute strategy through

commitment, communication, and performance management

� Benchmark your business strategy approaches to ensure that you are competing against the best-in-class organizations

John evelyn President, trident Leverage group

TrACK B: esTABlish The sTrATeGy-finAnCe ConneCTion for oPTimAl BoTTom line resulTs align budgets to business Performance Planning with well-Conceived Measures and objectives

� Evaluate which measures and metrics are necessary to streamline the planning process

� Become a “sense and respond” organization that is flexible despite the demands of the ever-changing business environment

� Use budgets and forecasts to translate strategy into a coherent set of initiatives and operating plans

James lumdirector of finance (Sr. consultant), mtV networks

TrACK C: risK mAnAGemenT for A new seT of Business ThreATsintegrate Performance and risk Management as a Closed loop Process for Maximum results � Implement measures that accurately

link your risk framework to the performance management objectives

� Clearly define and reinforce effective and strategic risk performance management goals

� Utilize contingency planning as a means to properly prepare your organization for threats and unintended outcomes

gregg anderson, Ciadirector— crowe horwathBart kimmeldirector, risk consulting Services – crowe horwath

TrACK A: define, redefine, And exeCuTe sTrATeGystrategy Mapping: define and articulate how Your Company will Create Value Through its strategic objectives � Use the four perspectives (customer,

financial, internal, learning & growth) to align the strategic objectives of the organization

� Utilize strategy mapping as a powerful communication tool that enables enterprise-wide alignment with strategy

� Formulate the beginning foundations to build your own map as a template for strategy execution

lene moCk VP enterprise Business Process group, Suntrust Bank

TrACK B: esTABlish The sTrATeGy-finAnCe ConneCTion for oPTimAl BoTTom line resulTsidentify Key business drivers and Perform scenario analysis to ensure a strategically aligned financial function

� Identify key drivers that can be quantified within the budget model and link them to financial measures and objectives

� Conduct scenario analysis to test how potential changes to these drivers might affect the company’s budget

� Assess what factors affect revenue generation and take hold of the opportunity to reduce risks to the business

mitCh max ceo—Virtual Profit Solutions

TrACK C: risK mAnAGemenT for A new seT of Business ThreATsbuild an eMr Toolkit with Clear, Manageable and Meaningful Key risk indicators � Identify various types of key

risk indicators based on your organization’s objectives

� Implement succinct and accurate risk indicators to add to the vitality of your ERM toolkit

� Review the effectiveness of your chosen key risk indicators as an evaluation tool for your organization’s business strategy

gregg anderson, Ciadirector— crowe horwathBart kimmeldirector, risk consulting Services – crowe horwath

11:10Networking Break & Exhibits

11:20


Wednesday, May 4, 2011

day oneConTinued

Choose sessions in TrACK d, e or f:

12:30Networking Luncheon & Exhibits

1:40


TrACK d: meAsure, moniTor, And mAnAGe PerformAnCe for PosiTive Business resulTsidentify and Manage the Metrics and Measures that will Keep Your organization on the shortest Path to success � Avoid over-measuring by linking

performance measures to SMART objectives

� Realize the balanced scorecard’s ability to be a monitoring tool for assessing the organizations performance

� Benchmark against industry competitors to establish realistic KPI’s

Wayne BarakatVP enterprise execution Services, Suntrust Bank

TrACK e: CusTomer mAnAGemenT PrACTiCes for A susTAinABle ComPeTiTive AdvAnTAGeunderstand the Value of Customer-Centricity and how to integrate it within Your organizational Culture

� Transition from simply creating the customer experience to being customer-centric

� Understand the reactive and proactive dynamics of customer touch points

� Utilize journey mapping to align employees with the customer perspective to create a more salient customer experience

TrACK f: ProfiT ThrouGh ProCess – uTilize six siGmA Tools for oPerATionAl exCellenCeintegrate six sigma Tools to drive efficiency in executing the strategic Plan

� Realize how the integration of Six Sigma practices can enhance an organization’s ability to identify the right processes that will drive its initiatives, experience intended outcomes, and capture results

� Use Six Sigma management system tools and processes to create an adaptive strategic planning process

� Understand how different process improvement methods can combine to form an effective performance management tool

donald ainsWorthLean Six Sigma Instructor, Villanova University,; Lead consultant, IBm global Business Services

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.


3:00TrACK d: meAsure, moniTor, And mAnAGe PerformAnCe for PosiTive Business resulTsMonitor and report Key Metrics for improved Performance, decision-Making and Transparency

� Establish accountability throughout the performance management process by identifying those who are responsible for gathering and reporting data

� Create a systematic process for gathering and analyzing performance data to ensure the validity of performance management decisions

� Identify results-driven metrics that enable informed decision making and encourages improved service delivery

Wayne BarakatVP enterprise execution Services, Suntrust Bank

TrACK e: CusTomer mAnAGemenT PrACTiCes for A susTAinABle ComPeTiTive AdvAnTAGeimplement an effective Voice of the Customer (VoC) framework to optimize Your Customer Connectedness

� Create a VOC framework that produces a unified picture of the customer experience and creates the economic imperative for action

� Uncover methods to define and understand customers priorities and focus improvement efforts

� Estimate the word of mouth, revenue, cost and risk implications of better service and quality to create enterprise-wide buy-in for allocating resources for better customer service

John evelyn President, trident Leverage group

TrACK f: ProfiT ThrouGh ProCess – uTilize six siGmA Tools for oPerATionAl exCellenCeusing rapid improvement events (Kaizen) to achieve dramatic results

� Learn how to run rapid improvement events for immediate results

� Identify the tools and techniques necessary to execute a Kaizen event

� Evaluate best practices and lessons learned in running Kaizen events successfully

lene moCk VP enterprise Business Process group, Suntrust

5:30Adjourn

4:10

exhibits & networking Cocktail receptionImmediately 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.

day oneConTinuedWednesday, May 4, 2011

Choose sessions in TrACK d, e or f:


7:30Conference Registration, Continental Breakfast & Exhibits

8:00opening remarks by Chairperson


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&GIn 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)

9:10general session

formulate Quick, dynamic, and agile strategies in response to industry disruptionsIdentifying 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:

� Understand how your industry could experience, dramatic, disruptive change � Determine the potential impacts of disruptive change � Identify your vulnerabilities and risk from disruptive change � Discover strategies to optimize your ability to withstand industry disruption

mitCh WeisBurgmanaging director, Lumen Inc.; Professor, department of Strategy and International Business, Suffolk University


dayTwo

Thursday, May 5, 2011


TraCK G: innovative Corporate Performance Management Methods and PracticesContinuous 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 intelligenceAn 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.

TraCKoVerViews



day tWoConTinued

Choose sessions in TrACK G, h or i:

10:15TrACK G: innovATive CorPorATe PerformAnCe mAnAGemenT meThods And PrACTiCesutilize best-Practices for developing a CPM framework that Maximizes results

� Leverage existing systems and infrastructure to align performance objectives with corporate strategy

� Achieve higher levels of efficiency through effective reporting cycles and communication

� Gain a greater understanding of current performance levels and devise a roadmap for the journey ahead

BoB paladino aSmI Senior fellow; founder, Bob Paladino associates

TrACK h: enhAnCe And imProve orGAnizATionAl inTelliGenCe deliver high-impact business intelligence (bi) for improved and Value-added decision Making

� Discover the tangible benefits of that effective BI practices can offer across your organization

� Utilize BI technologies to obtain historic, current and predictive views of business operations

� Improve your decision-making and long-term business planning with the data-driven insights generated from BI

Bill sWansonmanaging directorSwanson consulting

TrACK i: meThods And meTriCs for A hiGh PerforminG worKforCeachieve Meaningful and Manageable Metrics that explicitly link workforce Performance to business Goals

� Utilize productivity metrics to help identify capability gaps and analyze performance

� Understand the purpose, method and desired outcome of any process to ensure that metrics are accurately aligned

� Establish metrics that will direct the workforce to the achievement of critical success factors

11:20TrACK G: innovATive CorPorATe PerformAnCe mAnAGemenT meThods And PrACTiCesleverage the balanced scorecard for optimal and Continued Performance

� Examine a “best-in-class” example of how to leverage all capabilities of the BSC

� Learn how to effectively articulate and communicate strategy to ensure that everyone understands the impact of their performance on the organization’s goals

� Discover how the Balanced Scorecard can be used to keep everyone focused on objectives

roy Barnesformer Sr. VP – marriott Va-cation club International (Bal-anced Scorecard hall of fame Winner); Principal – Bluespace consulting

TrACK h: enhAnCe And imProve orGAnizATionAl inTelliGenCe Competitive intelligence: dive deeper than data to become a superstar strategist

� Learn how to think strategically to make the best use of your CI

� Examine the four ways of thinking you should master to champion strategic planning

� Supersede conventional ways of thinking in order to turn data into actionable information

mark Chussilfounder and ceoadvanced competitive Strategies

TrACK i: meThods And meTriCs for A hiGh PerforminG worKforCeintegrate an effective Talent Management system to Capitalize on workforce Performance Potential

� Discuss the best practices in effective talent management and its impact on business outcomes

� Realize talent as a rapidly increasing source of value creation

� Effectively Manage the complexities of changing employee expectations



day tWoConTinuedThursday, May 5, 2011

Choose sessions in TrACK J, K or l:

1:25TrACK J: Build ProJeCT mAnAGemenT CAPABiliTy And mATuriTy develop Project Management into a strategic Tool for Competitive advantage

� Identify the links between strategic planning and project management

� Utilize a project management maturity model to assess your ability to integrate project management throughout the organization

� Maximize the value gained from project management by engaging in those projects that have a direct influence in achieving strategic objectives

Jason dunnoperations Strategic consulting manager, freddie mac

TrACK K: leAdershiP for innovATion And ChAnGeinitiate a broad and sustained effort to establish a Culture of innovation

� Communicate a link to today’s work and the organization’s vision in order to keep people motivated

� Lead others in your company to become opportunity seekers and take calculated risks

� Display a rich sense of curiosity to incite others to think about new ways to attain the organization’s vision and long-term goals

dWight CooperceoPPr healthcare Staffing

TrACK l: sTimulATe GrowTh in A GrowTh-inhiBiTive environmenTengage in organic Growth initiatives to sustain Your organization’s long-Term Viability

� Become an execution champion – find ways to achieve consistent, high-quality performance

� Prioritize your product-centric and customer-centric initiatives to drive profits

� Harness the power of making data-driven insights to maximize the value derived from customers


My colleague and I enjoyed the conference and actually came away with some substantive ideas to make our

efforts better.” — BUENO FOODS, INC.



day tWoConTinued

Choose sessions in TrACK J, K or l:

2:35TrACK J: Build ProJeCT mAnAGemenT CAPABiliTy And mATuriTy utilize benchmarking to achieve Project Management excellence � Analyze and develop the internal

actions required to advance and achieve objectives

� Provide a continuous assessment of the company’s performance against its competitors to identify and adopt best practices to obtain a competitive advantage

� Maximize the value of benchmarking by defining and prioritizing the areas for improvement

Jason dunnoperations Strategic consulting manager, freddie mac

TrACK K: leAdershiP for innovATion And ChAnGeunderstand Transformational Change as a necessary Component of organizational Growth � Develop a culture of urgency to help

eliminate complacency and support transformational change initiatives

� Learn how to navigate inevitable challenges and roadblocks in change implementation

� Effectively communicate the importance of new processes and the role each person will play in making a change

roy Barnesformer Sr. VP – marriott Vacation club International (Balanced Scorecard hall of fame Winner); Principal – Bluespace consulting

TrACK l: sTimulATe GrowTh in A GrowTh-inhiBiTive environmenTConquer the Growth Game – discover the Critical success factors in developing and executing ambitious Growth Plans

� Set the right course or growth direction by forming a clear view of the future

� Assess your organization’s strengths and limitations so that you can adapt your business model to support the growth strategy

� Establish success metrics and determine roles and responsibilities for executing and managing the strategic growth plan

peter BloomSVP of global growth, mission essential Personnel

3:40Chairperson’s Closing remarks

Turn information into action – high-impact approaches to improved PerformanceThroughout 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.


4:10Conference Adjourns


conferenceexhibiTors

network with industry leaders and your peersStep away from the office and meet fellow executives from across the nation. Witness first hand the benefits they’ve received from implementing the solutions provided.

Meet with leading industry solutions providersReserve a time to meet one-on-one with Performance Conference 2011 sponsors to receive demos and learn how their solutions can help your organization plan, budget, measure and manage more effectively and efficiently.

receive the latest product and solutions offeringsBe a part of the most up-to-date demonstrations and learn from key solutions providers available.

demonstrate results to your key stakeholdersShow results to shareholders with the most recent measurement capabilities and performance management solutions hand-picked by the American Strategic Management Institute.

Showcasing the Latest Management Innovations

become a sponsor!

To learn more about sponsorship opportunities contact andrew Goodwin at 202-739-9707 or [email protected]


LogIStIcS &reGisTraTion

Venue and hotel:The Performance Conference 2011 will be held at Hilton Chicago Magnificent Mile hotel where a limited number of rooms have been reserved at the discounted rate of $166 until Tuesday, April 5, 2011. Please contact the hotel at the number provided below to make reservations and be sure to use the group code American Strategic Management Institute to receive the American Strategic Management Institute (ASMI) discounted conference rate.

Hilton Chicago Magnificent Mile198 East Delaware PlaceChicago, IL 60611Hilton Chicago Magnificent Mile312.664.1100

Hotel Rate: $166Call in code: American Strategic Management Institute

Tuition and Group discounts:Tuition rates for The Performance Conference 2011 are:

offerings early Bird rate*

regular tuition

Conference Only * $1799

Pre-Conference Seminar * $499

* For the Early Bird Rate, or for more information on group discounts for The Performance Conference 2011, please contact Paul Rogers at 858-737-4122 or email him at [email protected]

CPe Credits:delivery Method: Group-live Program level: BasicPrerequisites: None advanced Preparation: NoneCPe CrediTs: 20 (14 for conference, 6 for pre-conference seminars)

The American Strategic Management Institute (ASMI) is registered with the National 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 sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org.

Quality assuranceASMI 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 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 end of the training to:

ASMI Corporate Headquarters: Quality Assurance805 15th Street NW, 3rd FloorWashington, DC 20005

Note: As speakers are confirmed six months before the event, some speaker changes 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 the program.

If for any reason ASMI decides to cancel this conference, ASMI accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests.

discounts and Payment• All ‘Early Bird’ Discounts must require payment at time of registration and before

the cut-off date in order to receive any discount.• Any discounts offered whether by ASMI (including team discounts) must also

require payment at the time of registration.• All discount offers cannot be combined with any other offer.• 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.


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

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Please make checks payable to: The Performance Institute

Cancellation PolicyASMI 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

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