• Happiness at Work 2014
  • 2014
  • Happiness @ Work
  • Dave Norton
  • 2014
  • Dr. Dave Norton
  • Dave Ulrich
  • 2014
  • Prof Dave Ulrich
  • 2013
  • Martin Lindstrom
  • 2013
  • Martin Lindstrom
  • Richard Dot
  • 2013
  • Richard Koch
  • 2012
  • 2012
  • Prof Robert Kaplan
  • 2012
  • Prof Dave Ulrich
  • 2011
  • Tom Peters
  • 2010
  • Dr Edward de Bono
  • 2012
  • Prof. Robert Kaplan

Event Programme

Registration and Early Morning Refreshments
Welcome and Opening Address
The Strategy Execution System - Priority #1 for Senior Executives
  • Why do companies and public sector agencies fail to implement their strategies?
  • Introducing the Kaplan-Norton 6-stage strategy execution system
    1. Develop the strategy.
    2. Translate the strategy into a strategy map and balanced scorecard.
    3. Align employees and business units.
    4. Link strategy to local dashboards and operational improvement programs.
    5. Conduct operational and strategy reviews.
    6. Test and adapt the strategy.
  • VW do Brasil: Balanced Scorecard Hall of Fame case study for how to achieve transformational change.
Mid Morning Refreshments
Leading Strategic Change
  • Align organizational units and employees to the strategy.
    • How to co-create strategy maps with strategic suppliers, customers and business units.
    • How a company can co-create a shared value strategy with key external constituencies: NGOs, community representatives and the public sector.
    • Align employees to the strategy through communication: seven times seven different ways.
    • Align your training and employee development programs to deliver the specific capabilities and competencies required to achieve your strategic objectives.
  • Integrate the John Kotter and Michael Beer models for Leading Successful Change with the Kaplan / Norton strategy execution system.
    1. Establish a sense of urgency.
    2. Form a powerful guiding coalition for change.
    3. Create the vision for change and a strategy for achieving it.
    4. Communication the vision and strategy.
    5. Empower others to act on the vision and strategy.
    6. Produce and celebrate short wins.
    7. Sustain the effort; produce more change.
    8. Institutionalise the new culture with a new Office of Strategy Management
Q&A with Nicola Tyler and Prof Robert Kaplan
Intergrating the Strategy Execution System with continuous improvement activities and with a new approach for Enterprise Risk Management.
  • Identifying and funding strategic initiatives for breakthrough performance: The role for StratEx.
  • Linking strategic objectives to your organisations' quality improvement activities. Driving high level strategic objectives into operational processes.
  • Deriving dashboards for continuous improvement that align with accomplishing the organisation's strategic objectives.
  • Managing risk.
    • Identifying the principal risks to an enterprise's strategic objectives.
    • Quantifying the likelihood and magnitude of strategic risks.
    • Developing a key risk indicator [KRI] scorecard of leading indicators.
    • Selecting and funding risk mitigation initiatives [RiskEx].
  • Envisioning the risks from external uncontrollable events.
    • "What we don't know, we don't know."
    • Scenario planning and war games tactical risk.
Afternoon Refreshments
Closing the loop with feedback and learning.
  • Why you need separate meetings for reviewing operations and for monitoring and guiding your strategy.
  • Managing product and customer profitability.
  • Special Topic: Applying modern performance management tools to the health care sector: the recent innovations of the Michael Porter – Prof Robert Kaplan's Value Measurement and Management in Health Care.
  • Test and adapt your strategy to changing opportunities
Close of Conference Proceedings
Cocktail Reception and Networking Opportunity