BALANCED SCORECARD SUMMIT. The 2007 National. Improve Your Organizations Performance and Results Through the Balanced Scorecard

Improve Your Organizations Performance and Results Through the Balanced Scorecard The 2007 National BALANCED SCORECARD Defining, Implementing and Ad...
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Improve Your Organizations Performance and Results Through the Balanced Scorecard

The 2007 National

BALANCED SCORECARD Defining, Implementing and Advancing Strategy, Process Improvement and Management with the Balanced Scorecard Track A:

SUMMIT June 14-15, 2007 | Arlington, VA

Implementing a Balanced Scorecard System Enable your organization to clarify their vision and strategy and translate them into action

Track B:

Aligning Management to the Balanced Scorecard Align key performance measures with strategy at levels of the organization

Track C:

Understanding and Managing to the Four Quadrants Develop performance metrics and analyze data relevant to each of the balanced scorecard perspectives

Track D:

Balanced Scorecard Best Practices Understand how the fundamentals of the BSC approach and how it can work for your office

Earn Up to 12 CPE Credits! Presented By:

In Association With:

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The 2007 National

BALANCED SCORECARD SUMMIT

Navigate the Balanced Scorecard to Effectively Execute Your Company’s Strategy

TOP 5

Reasons to Attend

Dear Colleagues, The Balanced Scorecard (BSC) continues to be one of the leading management systems in translating business strategy into deliberate action. However, far too often companies dedicated to the Balanced Scorecard fall short of expectations. All facets of an organization must come together to appreciate and understand the value of strategic management through the Balanced Scorecard. To facilitate the chances of BSC success, the American Strategic Management Institute proudly presents The 2007 National Balanced Scorecard Summit, being held June 14-15, 2007 in Arlington, VA. It remains imperative for executives, managers, analysts, and planners alike to develop the best measures and corresponding metrics to link strategy to execution, and release the potential of the Balanced Scorecard. At this interactive Summit, participants will learn to view their organization through the 4 perspectives of BSC; the learning and growth perspective, the business process perspective, the financial perspective and the customer perspective.

1. Transform the BSC from theory to practice 2. Learn metrics and measures from proven industry leaders 3. Implement the BSC to make your organization strategy-focused 4. Align your budget process with your strategy

Implementation and Execution of the Balanced Scorecard Transforming BSC into a useable management system requires the dedication of all assets of a company. This conference will showcase companies with established success in BSC implementation, demonstrating the value of leadership and communication across all business units.

Transforming Vision and Mission to Actionable Strategy Far too often, BSC practitioners suffer from not being able to translate this strategy through the entire echelon of the company. This conference will utilize BCS to successfully execute strategy at all levels of the organization, from budget to human resources, assessing, monitoring and aligning employees with organizational objectives. Making BSC work for your company is critical in this dynamic workplace. Learn success from the industry’s best! Register today by calling (703) 894-0920 or visit us online at www.ASMIweb.com. Reserve your spot now, as space is limited. I look forward to seeing you in Arlington! Best Regards,

Jennifer K. Callahan Director Center for Corporate Performance Management

Link Strategy to Execution using the Balanced Scorecard

“In the majority of cases-we estimate 70%—the real problem isn’t bad strategy…It’s

bad execution.”

— Fortune Magazine

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5. Make strategy a core competency

The 2007 National

BALANCED Agenda At-A-Glance

SCORECARD SUMMIT

Day One: Thursday, June 14, 2007 8:30

Conference Registration & Continental Breakfast

9:00

Keynote Address – Leadership’s Role in Managing and Implementing BSC Initiatives

9:45

Networking Refreshment Break

10:00

Eight Criteria for Effective Performance Management Systems

11:00

Leadership Panel: Trends and Issues with the BSC

12:00

Networking Luncheon

Track A: Implementing a Balanced Scorecard System

Track B: Aligning Management to the Balanced Scorecard

1:00

Building Your Scorecard: Working Towards an Office of Strategy Management

Communicating Strategy to All Levels of the Organization

2:00

Networking Refreshment Break

2:15

Finding the Models for Success – Auditing and Understanding the Scorecard

Aligning Budgets to Strategy and Execution

3:15

Implementing a Strategy-Aligned Balanced Scorecard

Cascading Strategy and Measures Throughout your Organization

4:30

Day One Adjournment

Day Two: Friday, June 15, 2007 8:30

Continental Breakfast

9:00

Day Two Keynote: Managing Change - The Eastman Program Office

10:00

Networking Refreshment Break

Track C: Understanding and Managing to the Four Quadrants

Track D: Balanced Scorecard Best Practices

11:00

The Learning and Growth Perspective

Industry Best Practice: BSC in Manufacturing

12:00

Networking Luncheon

1:00

The Business Process Perspective

BSC for Non Profits and Foundations

2:00

The Customer Perspective

Implementing the Balanced Scorecard in local Government

3:00

The Financial Perspective

Showing Results with BSC in the Federal Government

4:15

Conference Adjournment

Who Should Attend? • CEOs • CFOs • Project Managers

• Performance Measurement Analysts and Planners • Human Resource Professionals

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• Managers and Executives • Program Evaluators • Program Managers

The 2007 National

BALANCED

Day One | June 14, 2007

SCORECARD SUMMIT

8:30 – Registration and Continental Breakfast

9:00 Keynote Address – Leadership’s Role in Managing and Implementing BSC Initiatives Execution of the Balanced Scorecard may depend on the entire organization buying in; however, leadership remains critical to the BSC endeavor. It is not enough to simply wish to be a strategy-focused organization – it needs support from above. In this keynote address, discover how a leading BSC practitioner re-engineered a dramatic performance turnaround. Learn how a successful BSC hinges on the ability for leadership to successfully translate the vision and the mission of a company into a practical execution strategy around company values and core competencies.

10:00 Eight Criteria for Effective Performance Management Systems

2:15



Finding the Models for Success – Auditing and Understanding the Scorecard

• •

Develop a solid understanding of the “state of practice” in performance management from national survey results Recognize the top barriers plaguing the implementation of strategy and performance management systems Align mission and strategy while understanding the importance of data collection and performance reporting

TRACK A: IMPLEMENTING A BALANCED SCORECARD SYSTEM

• • •

Recognize the value of solid data through BSC Metrics and the need for countermeasures to correct scorecard problems Develop appropriate auditing measures to produce reliable management data Maximize accountability and transparency throughout the organization

11:00 Leadership Panel: Trends and Issues with the Balanced Scorecard

TRACK B: ALIGNING MANAGEMENT TO THE BALANCED SCORECARD



Aligning Budgets to Strategy and Execution

• •

Listen as BSC veterans and practitioners engage in a facilitated discussions revolving around current issues facing BSC users Develop an understanding about the hurdles associated with the BSC approach and the tools to overcome them Discuss questions and concerns involving potential implementation

- Jon Desenberg, Senior Consultant, American Strategic Management Institute

• • •

Integrate financial performance targets to better align your organizational improvement efforts Measure and manage performance of the internal audit function using the BSC Identify your high-level strategic goals for the next three to five years to build success in your organization

12:00 – Networking Luncheon

3:15 1:00

TRACK A: IMPLEMENTING A BALANCED SCORECARD SYSTEM

TRACK A: IMPLEMENTING A BALANCED SCORECARD SYSTEM

Implementing a Strategy - Aligned Balanced Scorecard

Building Your Scorecard: Working Towards an Office of Strategy Management







• •

Learn the necessary steps involved in creating a strategic management office to increase the opportunity for success of a strategy-focused organization Understand how such an office can improve organizational strategy formulation, execution, alignment and communication Integrate leading methods including the Balanced Scorecard into an overall business plan using the OSM as the charter watchdog for strategic success



Understand the fundamentals of the Balanced Scorecard is critical to maximizing the execution of strategy Learn how to integrate proven BSC methodologies from the Crown Castle success model achieve breakthrough results Discover the best practices in the latest BSC advancements to accelerate your results towards a strategy-oriented organization

- Bob Paladino, Founder, Bob Paladino and Associates, LLC TRACK B: ALIGNING MANAGEMENT TO THE BALANCED SCORECARD

TRACK B: ALIGNING MANAGEMENT TO THE BALANCED SCORECARD

Cascading Strategy and Measures throughout your Organization

Communicating Strategy to All Levels of the Organization



• • •

Create, administer and execute a comprehensive strategic communication plan Cascade appropriate communication activities that focus on strategy through human resources’ role in the BSC Develop a strategy-focused workforce by aligning employees with the mission, values and strategy of the organization through the BSC

• •

Translate organizational strategy into attainable objectives for business units at all levels Develop an understanding of organizational strategy at all levels of the enterprise Maximize accountability and transparency throughout the organization

- Sally Mizerak, President, Performance Drivers, Inc.

4:30 – Day One Adjourns 2:00 – Networking Refreshment Break

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The 2007 National

BALANCED

Day Two | June 15, 2007

SCORECARD SUMMIT

8:30 – Continental Breakfast

9:00 Keynote Address: Managing Change - The Eastman Program Office • • •

See how Eastman Chemical Company introduced the Eastman Program Office to manage execution of major corporate change events Review the value proposition and driving philosophies behind its formation and evaluate the examples of the office’s successful implementation of strategic initiatives sponsored by senior management and leadership Understand the tools, metrics and operating philosophies refined on multiple projects

10:30 - Networking Refreshment Break

2:00 – Networking Refreshment Break

10:45

2:15

TRACK C: UNDERSTANDING AND MANAGING TO THE FOUR QUADRANTS

TRACK C: UNDERSTANDING AND MANAGING TO THE FOUR QUADRANTS

The Learning and Growth Perspective

The Customer Perspective

• • •

Achieve your organizational vision by motivation and engaging your employees Create knowledge workers that are always in the continuous learning mode Create a mentorship program to train and develop underperforming employees

• • •

Conduct stakeholder dialogues to communicate with your customers and understand their needs Develop customer and management satisfaction measures to communicate success and stewardship of programs Create customer measures based on the process that you provide

TRACK D: BALANCED SCORECARD BEST PRACTICES

TRACK D: BALANCED SCORECARD BEST PRACTICES

Industry Best Practice: BSC in Manufacturing

Implementing the Balanced Scorecard in local Government

• • •

Learn how to improve your bottom line results through BSC implementation Increase customer satisfaction to develop a larger customer and partnership base Utilize BSC to enhance your manufacturing reliability and increase shareholder value and profits

• • •

Discover the necessary linkages between project management and BSC initiatives in city and county government Discuss the common problems associated with BSC development Examine measures and metrics that will drive organizational success

3:15 12:00 - Networking Luncheon

TRACK C: UNDERSTANDING AND MANAGING TO THE FOUR QUADRANTS

The Financial Perspective 1:00



TRACK C: UNDERSTANDING AND MANAGING TO THE FOUR QUADRANTS

The Business Process Perspective • • •



Develop performance measures that communicate successful business processes Focus on outputs and activities that are tied to mission-oriented outcomes Create measures of success to understand how well your business is running



Produce financial data to help resource allocation and make a business case as to budget justifications Tie performance measures on cost-efficiencies and resources into program goals to illustrate resource tie-in to strategic objectives Create timely and accurate financial information

TRACK D: BALANCED SCORECARD BEST PRACTICES

Showing Results with BSC in the Federal Government TRACK D: BALANCED SCORECARD BEST PRACTICES

BSC for Non Profits and Foundations • • •

Understand how they have successfully utilized the balanced scorecard as their performance management framework Learn how they have applied each perspective to their model Evaluate best practice implementation strategies and lessons learned

• • •

Evaluate how they started the implementation process Learn the philosophy behind the implementation Examine the results they experienced and the feedback they received from internal customers

- Jeffrey Telepo, Human Resource Specialist, Division of Planning and Measures, IRS

4:15 – Conference Adjournment

“Succinct and no-nonsense practical examples of strategic success” — Ioannis Melenikiotis, Director, Business Planning & Development, Alliance One International Bank www.ASMIweb.com | Page 5

The 2007 National

BALANCED SCORECARD SUMMIT

Bring this Program In-House!

CPE Credits

The American Strategic Management Institute (ASMI) offers in-house customized educational programs specifically for performance improvement and strategic management professionals. These in-house training sessions allow organizations to gain the knowledge that they need, in the comfort of their own facility. Using cutting-edge tools and strategies, our performance improvement experts will produce practical and efficient performance measures tailored to your organization. When your staff completes this training program, they will be able to: Integrate the Balance Scorecard methodology into organizational strategy • and goals Develop and align performance measures to execution strategy • Devise strategies and tactics for finding performance improvement • opportunities For more information about this and other ASMI in-house training options, please contact Blake Humble at 858-874-6876 or email him at: BHumble@ ManagementWeb.org.

The Performance Journal is an informational newsletter that provides the latest news and cutting edge practices on corporate performance management. We continuously compile articles, papers, and excerpts from a multitude of sources to supply monthly updates on news and research on ways organizations are measuring and managing for results in their organizations. For your free subscription, visit www.ASMIweb.org/Research today!

Delivery Method: Group-live Program Level: Beginner Prerequisites: None Advanced Preparation: None CPE Credits: 12 for the conference 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.

Strategy Definition vs. Strategy Execution How do we overcome the “strategy gap?” The inherent difficulty in any organization is moving from strategy formulation to strategy execution. In short, how do you make strategy practical for your company? Strategy execution continues to be the main challenge for companies seeking to manage through performance. It is easy for an organization to want to become strategy-focused, but it becomes increasingly difficult to develop the necessary road map and practical applications to become a true strategy-oriented organization. Execute strategy to make it the centerpiece of your company. Learn the necessary measures and metrics in order to become strategy-focused today. Hone in on root causes and core competencies to focus on strategy execution at the top levels, finding out how to cascade this strategy to all levels of your organization.

Performance Management Survey We’ve entered a new era of performance accountability in the corporate world. Organizations are under pressure to show results in order to survive in today’s competitive market. The American Strategic Management Institute (ASMI) is pleased to present its online Performance Management Survey! This survey is designed to evaluate your organization’s progress on implementing performance management. The purpose of this survey is to collect and report on the current practices being employed by similar organizations that use performance measurement and performance management systems. By filling out this quick survey, you will play a pivotal role in our research. Also, as a way of saying thank you for completing the survey, you will receive a summary report based on your responses. The Performance Management Surveys can be found at: www.ASMIweb.com/Survey

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The 2007 National

BALANCED

Logistics & Registration

SCORECARD SUMMIT

Venue and Hotel: The 2007 National Balanced Scorecard Summit will be held at the American Strategic Management Institute, located in Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. A public parking garage is also located inside the building. Plus, continental breakfast and catered lunches will be provided for all delegates.

To Register for The 2007 National Balanced Scorecard Summit call 703-894-0920; Fax this form to 703-894-0482; or visit www.ASMIweb.com †

Yes! Register me for The 2007 National Balanced Scorecard Summit

†

Please call me. I am interested in a group discount for my team

DELEGATE INFORMATION The American Strategic Management Institute 1515 N. Courthouse Rd. Suite 600 Arlington, VA 22201 703-894-0920

NAME

A limited number of rooms have been reserved at the Key Bridge Marriott at the prevailing rate of $172. To make your reservation you can call the hotel directly and ask for The American Strategic Management Institute (ASMI) Business Rate or you can reserve your room online and use the group code PFJ. The hotel is conveniently located three blocks from the Rosslyn Metro station and there is a shuttle to the metro that runs every 15 minutes.

TITLE

OFFICE

ORGANIZATION Key Bridge Marriott 1401 Lee Highway Arlington, VA 22209 Phone: 703-524-6400 www.keybridgemarriott.com

ADDRESS

CITY

STATE

ZIP

Exhibiting & Sponsorship: To learn more about exhibiting and sponsorships at The 2007 National Balanced Scorecard Summit, please contact Blake Humble at 858-874-6876 or email him at [email protected].

TELEPHONE

Tuition:

E-MAIL

The tuition rates for attending The 2007 National Balanced Scorecard Summit are: Conference rate: $1,995

Group Discounts: For more information on group discounts for The 2007 National Balanced Scorecard Summit please contact Blake Humble at 858-874-6876 or email him at [email protected].

FAX

PAYMENT INFORMATION † Training Form † Purchase Order † Check (Accepted by mail only) † Credit Card

CREDIT CARD NUMBER

Cancellations and Quality Assurance: A $150 service fee will be charged on cancellations received less than three weeks from the date of the event. A credit memo will also be sent reflective of that amount, which can be used for a future conference. If you do not cancel your registration before the day of the event, you will be charged for the full conference amount. As speakers are confirmed six months before the event, some speaker changes or topic changes may occur in the program. The American Strategic Management Institute is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. As speakers are confirmed months before the event, some speaker changes or topic changes may occur. The American Strategic Management Institute is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program.

EXPIRATION DATE

NAME ON CARD Priority Code: B203-WEB

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