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Enrollment Fees:
$2316 each for Three(3) or more
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$2895 for a Single Registration
$2172 each for Six(6) or more
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About
the Event
In this expanding and increasingly competitive marketplace, companies are going through unprecedented cycles of organizational change as a result of business consolidations and globalization. Industry leading organizations need innovations in strategy development and execution to face the challenges of enterprise risk, change management, mergers, and acquisitions. Emerging marketplace leaders know that without the fundamentals of sound strategy development and execution, achieving a command position in the market is merely a wish.
How do emerging marketplace leaders gain the advantage? How do top performing organizations sustain their leadership positions? Please join us and executives from leading organizations such as State Street Corporation, Marriott Vacation Club International, Brigham and Women’s Hospital and others at this year’s "Achieving and Sustaining Breakthrough Performance" executive leadership conference in Boston on July 10-12 for answers to these vital questions. You will have the opportunity to learn directly from these business leaders how they developed and executed winning organizational strategies to achieve and sustain their corporate success.
In addition to best practice sessions, peer roundtables, executive networking opportunities and featured keynotes, you will have the opportunity to participate in executive learning groups focusing on how to mobilize change through executive leadership and translating strategy to operational terms.
We look forward to meeting you in Boston!
Unique Benefits of this Conference
- Benefit from thought leader keynotes, industry experts and top executives
- Learn from best practice case studies by Balanced Scorecard Hall of Fame members
- Create valuable executive contacts-network with over 200 peers
- Build real knowledge through interactive learning groups
- Take away a tangible process of implementing the Balanced Scorecard for your organization through four step-by-step, hands-on clinics
- Review technology solutions from leading application providers
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Earn 18 CPE credits when you attend this conference!
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Agenda at a Glance
TUESDAY July 10 (optional clinics)
Led by Palladium experts |
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| 8:30 am |
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Clinic registration and continental
breakfast |
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| 9:30 |
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Morning Clinics (choose one):
Clinic A:Building on Balanced Scorecard Basics to
create a Strategy-Focused Organization
Clinic B:Enhancing Organizational Agility through
utilizing the Balanced Scorecard |
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| 12:30 pm |
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Lunch |
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| 1:30 |
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Afternoon Clinics (choose one):
Clinic C: Tying Analytics to Strategy
Clinic D:Linking Planning and Budgeting through the BSC |
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| 4:30 - 6:00 |
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Pre-conference registration and reception |
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| WEDNESDAY July 11 |
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| 7:00 am |
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Registration and continental
breakfast |
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| 8:00 |
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Welcome and Introduction |
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THEME 1: DEVELOPING THE DYNAMIC STRATEGY |
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| 8:15 |
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Jack Klinck, Executive Vice President,
Offshoring and Alternatives, State Street Corporation |
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| 9:00 |
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Karl Sweeney, Senior Vice President,
Strategic Management, Marriott Vacation Club International |
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| 9:45 |
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Refreshment break |
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| 10:15 |
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Dr. David P. Norton, President, Palladium Group, Inc. |
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| 11:00 |
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Learning Groups Part I
1) Mobilize Change through Executive Leadership I
2) Translate Strategy to Operational Terms I
3) Align the Organization to the Strategy I
4) Motivate to Make Strategy Everyone’s Job I
5) Govern to Make Strategy a Continual Process I |
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THEME 2: EXECUTING THE ORGANIZATIONAL STRATEGY |
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| 12:00 pm |
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Dr Gary Gottlieb, President and CEO,
Brigham and Women’s Hospital |
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| 12:45 |
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Networking luncheon |
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| 2:00 |
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William B. Gauld, Senior Vice President,
Enterprise Services, Ingersoll-Rand |
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| 2:45 |
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Paul Sapenaro, PMP, NPDP, Vice President,
Enterprise Project Management Office, Sprint Nextel |
| 3:30 |
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Sponsored Sessions
1) Performance Reporting
2) Alignment |
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| 4:00 |
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Refreshment break |
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| 4:30 |
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Panel: Ask the BSC Hall of Fame for Executing Strategy |
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| 5:00 |
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Cocktail reception |
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| THURSDAY July 12 |
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| 7:00 am |
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Continental breakfast |
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| 8:00 |
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Recapping Wednesday and Introducing Thursday |
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THEME 3: SUSTAINING WINNING PERFORMANCE |
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| 8:15 |
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Dr. Robert S. Kaplan, Baker Foundation Professor, Harvard Business School |
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| 9:00 |
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Judith Graham, Senior Manager, Strategy,
Alliances and Business Development, DaimlerChrysler AG |
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| 9:45 |
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Refreshment break |
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THEME 4: STRATEGY MANAGEMENT INNOVATIONS |
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| 10:15 |
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Wayne Ok, BSC Manager, LG.Philips LCD |
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THEME 5: EXECUTING AN ANALYTICS-BASED STRATEGY |
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| 11:00 |
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Sponsored Sessions:
1) Budgeting and Planning
2) Govern |
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| 11:30 |
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Learning Groups Part II
1) Mobilize Change through Executive Leadership II
2) Translate Strategy to Operational Terms II
3) Align the Organization to the Strategy II
4) Motivate to Make Strategy Everyone’s Job II
5) Govern to Make Strategy a Continual Process II |
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| 12:30 pm |
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Networking luncheon |
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| 1:30 |
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Nobuyuki Hirano, Managing Director
Takehiko Nagumo, Senior Manager, Corporate Planning Division
The Bank of Tokyo-Mitsubishi UFJ |
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| 2:15 |
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Question and Answer Session with Drs. Kaplan and Norton |
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| 3:00 |
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Conference concludes |
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| Keynote Speakers |
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Dr. David P. Norton, Co-Chairman, Palladium
Establishing the Office of Strategy Management--To execute a strategy, an organization needs focus and commitment. Leading BSC users have established an Office of Strategy Management (OSM) to create the awareness and alignment an organization needs to achieve objectives. Through the insights of Dave Norton, co-creator of the Balanced Scorecard, you will understand how an OSM centralizes the processes needed to execute strategy and provides an organized approach to managing strategy. |
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Dr. Robert S. Kaplan, Baker Foundation Professor, Harvard Business School
Identifying Best Practices and Seizing Opportunities for Greater Performance--For over a decade, the Balanced Scorecard has helped organizations in all industries execute strategy for breakthrough results. The eighty-four members of the Balanced Scorecard Hall of Fame for Executing Strategy --exemplars of how to "do it right" --are the proof cases that the BSC works. Bob Kaplan will share his insights on how top performing companies use the BSC to drive performance and coherently manage strategy. |
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Jack Klinck, Executive Vice President, Offshore and Alternatives, State Street Corporation
Formulating the Winning Strategy and Ensuring Executive Buy-In --The best strategy is one that can be articulated, executed, and result in greater performance. For any strategy to work, it must be communicated and understood well enough to gain the support of management. Hear from Jack Klinck, Executive Vice President of State Street Corporation, as he shares how the winning strategy can be broken down into priorities through cause-and-effect models which can create a more integrated and better performing organization.
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NEW --Interactive Learning Groups
These intimate, facilitator led learning groups are organized by topics specific to leadership challenges in strategy management. Select one learning group that aligns with your current need and meet each day of the conference with the same group and expert facilitator to gain tools, best practices, a clearer roadmap to execute your strategy and a valuable peer network. Each learning group is limited to 30 participants --selections may be made during registration or on-site based on availability. |
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Featured Case Studies |
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Karl Sweeney, Senior Vice President, Strategic Management, Marriott Vacation Club Internationalng
Articulating Strategy and Making the Case for Change--To achieve greater performance, an organization must adapt and change. Marriott Vacation Club International (MVCI), one of the world’s leading hospitality companies, has used the BSC to articulate strategy and drive process reengineering. MVCI has emerged as the best-in-class example of driving measurable improvements across the enterprise and establishing buy-in for change. In this session, you will learn how to use the BSC to communicate strategy, build process improvements and foster organizational agility.
What you will learn:
- Utilize the BSC to drive operating profit
- Increase employee satisfaction and retention
- Improve responsiveness in serving the customer
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Dr. Gary Gottlieb, President and CEO, Brigham and Women’s Hospital
Building the Scorecards and Strategy Maps that Effectively Communicate Strategy--The ability to be transparent is a necessity when an organization strives to be aligned to strategy. For Brigham and Women’s Hospital (BWH), a hospital with over 13,000 employees that care for more than 800,000 patients per year, the BSC has shed light into organizational performance and has enabled managers and employees to understand their goals. Through BWH’s exemplary use of the BSC, it has created a culture of transparency and accountability. In this session, you will learn how to construct a BSC that provides the information people need to execute strategy and achieve results..
What you will learn:
- Build organizational transparency and accountability through the BSC
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Achieve the highest levels of customer satisfaction
- Increase net margin profits through the BSC
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William B. Gauld, Senior Vice President, Enterprise Services, Ingersoll-Rand Company
Translating Performance Information and Strategy into Action -- Ingersoll-Rand (IR), a 130 year old company operating in the construction and industrial technology markets, decided to beat its competition by changing its strategy. Switching to a new strategy requires focus and discipline. Through the Balanced Scorecard, IR found the focus and discipline it needed to execute a new strategy. IR adopted the Balanced Scorecard to move from a product leadership strategy to one of customer intimacy. Through the BSC, IR was able to clearly communicate the strategic changes it needed to make and mobilize the organization into action. Learn how IR used the BSC to turn a new strategy into dramatic improvements in its revenues, profits and cash flow.
What you will learn:
- Utilize the BSC to create discipline around new strategies for driving customer service and
shareholder value -
Communicate strategically critical actions through the BSC
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Deliver the results your customers and shareholders expect through using the BSC
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Judith Graham, Senior Manager, Strategy, Alliances and Business Development, DaimlerChrysler AG
Surviving Leadership Change: Maintaining Strategic Focus in Organizational Transition--The Chrysler Group, headquartered in Auburn Hills, Michigan, is a unit of DaimlerChrysler, the world’s fifth largest automaker. Its brands include Chrysler, Jeep(r) and Dodge. At the turn of the century, the Chrysler Group found itself working in a highly competitive market and facing declining profits. With the merger to form
DaimlerChrysler, strategic direction was needed to overcome the challenges of the marketplace and internal change. The Chrysler Group implemented the BSC in 2001 and has used it to get management on the same page. Since that time, the company has achieved new levels of performance: it has boosted profits, significantly reduced warranty costs, improved productivity, and successfully launched nine new vehicles in 2004.
What you will learn:
- To maintain strategic focus through using the BSC
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The BSC can be used to navigate your business through internal and external changes
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To realize new levels of performance with the BSC
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Executive Clinics
Get the most out of your conference experience by participating in two of the optional Executive Clinics, held on Tuesday, July 10th. Each clinic will give you an in-depth understanding of the topic area and provide a small group format for optimal learning. Clinics seat up to 30 participants and are led by Balanced Scorecard Collaborative/Palladium and partner experts.
Morning Clinics (choose one):
Clinic A: Building on Balanced Scorecard Basics to Create a Strategy-Focused Organization-90% of organizations fail to execute strategy. Leading enterprises have turned to the BSC to articulate strategy and help create organizational alignment. Through displaying performance across four perspectives (financial, customer, internal process, and learning/growth), the BSC provides a complete picture of the progress an organization is making toward executing strategy. In this clinic, you will learn how the BSC is used to drive strategy execution and organizational alignment.
Clinic B: Managing Initiatives: The Link Between Strategy and Execution - Organizations use initiatives as the main instruments to implement change. However, they often lack an approach that maximizes the value of initiative investments. Organizations approach initiatives with little analytical rigor or management discussion while comparing, selecting and planning them. Once initiatives are chosen, organizations do not apply the appropriate management discipline to ensure successful initiative implementation. By adopting a robust Initiative Management processes, organizations can do a better job of identifying, selecting and implementing the critical initiatives. Successful organizations increase their initiative investment focus and chances of meeting strategic goals by creating and implementing initiative portfolios tightly aligned to their strategy.
Afternoon
Clinics (choose one):
Clinic C: Tying Analytics to Strategy-Executives and key decision-makers are more reliant upon data and information than ever before. Analytics provide insight into the performance and results of the critical components that drive organizational success. By enhancing transparency, analytics provide the granular detail and information decision-makers need to drive change within processes and articulate organizational strategy. In this clinic, you will learn how
Clinic D: Linking Planning and Budgeting through the BSC-Planning and Budgeting are two of the most cumbersome yet vital functions of any enterprise. For many organizations, budgets and plans become quickly outdated and fail to address the needs of the enterprise. The BSC helps tie crucial processes such as planning and budgeting to strategy. In this clinic, you will learn how to unify the processes of planning and budgeting to strategy through using the BSC.
Clinic seats are limited-reserve your clinics today to ensure your selection.
Contact Patricia O’Donnell at podonnell@bscol.com or phone: 781.402.1276.
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Executive
Conference
2007 Balanced Scorecard
Leadership Conference
July 10-12, 2007
InterContinental Hotel
Boston, MA
The
discounted rate will expire:
Monday June 18, 2007
Rates after the expiration date are subject to the
hotels discretion.
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InterContinental Hotel, Boston
Special room rates have been negotiated for conference attendees. To take advantage of the discounted rate, call the hotel and mention that you are attending the Balanced Scorecard Leadership Conference. Room Reservations received by June 18, 2007 will be confirmed at the group rate of $250.00 plus applicable taxes for a single or double room (subject to availability). Rates after that time will be subject to the hotel’s discretion. Hotel reservations, cancellations, and charges are your responsibility.
Address
510 Atlantic Avenue
Boston, MA 02210
Phone 617.747.1000 |
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