Performance Conference 2005 (B120)

Venue: Gaylord Oryland Resort

Location: Nashville, Tennessee, United States

Event Date/Time: May 23, 2005 End Date/Time: May 25, 2005
Registration Date: May 23, 2005
Early Registration Date: Mar 11, 2005
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Description

May 23, 2005
Pre-Conference Workshops
7:30 Registration, Continental Breakfast
8:30 Driving Predictability of Financial Results: Strategic Alignment, Accountability and Execution of Strategy Building a Program and Plan for Performance Management Aligning Individual Employee Behavior with Strategic Corporate Goals
12:00 Networking Lunch
1:00 Creating and Utilizing Human Capital Measures for Organizational Success
Creating, Implementing and Managing the Balanced Scorecard
Performance Planning: Talent Management Systems and Succession Planning

4:30 Workshop Break and Adjourn
6:00 – 8:00 Networking and Welcoming Reception

Day One: May 24, 2005
7:30 Registration, Continental Breakfast
8:45 Keynote Address: Innovations in Corporate Performance Management
9:45 Reasons and Ways to Measure: Using Performance Measurement to Achieve Management Improvement and Enhance Business Results

10:45 Break
Track 1:
PERFORMANCE METHOGOLOGIES Track 2:
PERFORMANCE MANAGEMENT SYSTEMS Track 3:
BUDGETING PLANNING AND FORECASTING
11:00 Balanced Scorecard: Establishing Measures for Turning Strategy into Action
Planning Performance: Aligning Performance Measures to Corporate Strategy
Aligning Forecasting, Budgeting and Monitoring with Strategic Performance Management
12:00 Networking Lunch
1:15 Six Sigma: Achieving Optimal Business Results with Performance Measures Driving Performance: Establishing Goals and Targets at ALL Levels of the Organization Linking Strategy with Financial Performance Goals
2:15 Implementing the Value Chain/Logic Model Approach to Performance Management Bridging the Gap from Activity Based Costing to Activity Based Planning and Budgeting
Transitioning From Traditional Budgeting to Rolling Forecasts
3:15 Break
3:30 The Truth About BPM Implementation
Closing the Gap Between Strategy and Execution Leveraging Technology for Real Time Data for Decisions in Forecasting and Budgeting
4:30 Performance Management Expert Panel
5:30 Networking Reception

Day Two: May 25, 2005
7:30 Registration, Continental Breakfast
8:30 Keynote Address: Managing and Measuring Employee Engagement to Create a High Performing Culture
9:30 Exhibit Hours
Track 1:
SHOW ME THE MEASURES Track 2:
PERFORMANCE REPORTING Track 3:
BUILDING A PERFORMANCE CULTURE
11:00 Human Resources: Measuring the Human Capital and HR Value Chain
Aligning Business Strategies with Corporate Performance Measures and Accountability Compliance Mandates Achieving Cultural Performance through Change Management Alignment

12:00 Networking Luncheon
1:15 Sales: How Direct Alliance Uses Performance Management & Integration to run one of the top sales floors in the Nation
Building and Managing a Performance Information System Creating a High Performing Culture through the Application of Performance Consulting

2:15 Call Center Performance: Letting go of the Best in Class Myth….While Delivering Service that Delights Your Customers Using Performance Results information to re-evaluate and continually improve business strategy Achieving Manager Buy-In: Involving Middle Management in the Design and Selection of Value Drivers
3:15 Break
3:30 Information Technology: Improving the Efficiency and Effectiveness of IT Functions with Performance Measures Dashboards and Scorecards: Driving Performance Management throughout the Organization
Diversity in the Workplace: Building a Team that Embodies Performance

4:30 Adjourn

Pre-Conference Workshops: May 23, 2005


7:30 Registration and Continental Breakfast

8:30 – 12:00 Morning Workshops

BOX SESSION
8:30 Driving the Predictability of Financial Results: Strategic Alignment, Accountability and Execution of Strategy
Companies are continually under pressure to meet the expectations of stakeholders and decision-makers. To meet and exceed expectations, executives have to devise and implement strategies that can boost profitability and cut costs. Strategies designed for improving the financial health of an organization fail when managers do not properly budget, plan and forecast. Failed strategies and initiatives only result in a loss of confidence by stakeholders and the employees who work hard to achieve organizational goals. Fortunately, there are measures that can enhance the accuracy of forecasts, improve the predictability of financial results, and communicate organizational objectives to employees. In this informative workshop, you will gain the knowledge necessary to achieve financial expectations and win the support of employees through
• Linking the financial goals of an organization with its overall strategic goals
• Utilizing measures to enhance the accuracy of forecasts and establish financial goals for the future
• Developing a culture of transparency and accountability amongst senior managers and employees throughout the organization
• Establishing employee buy-in for new policies relating to financial performance
OutlookSoft


BOX SESSION
Building a Program and Plan for Performance Management
Performance Management is a methodology and process but most organizations have not yet built the foundation of knowledge for applying it successfully in their organization. This educational workshop will help you understand how to connect the people, process and systems together and overcome the cultural barriers in your organization. It will also provide you the knowledge on how to build a plan for Performance Management anywhere in your organization including finance, operations and IT. Leveraging the industry validated Performance Management methodology, Performance Cycle, where you will walk away with how to build Performance Management and direct knowledge on how to assess your current applications and determine the best applications for your organization.

• Understand how to build a program and plan for Performance Management
• Learn how and where you can apply performance management in your organization
• Review the top ten best practices for optimizing your chances for success
• Determine what applications and systems are best fit for organization

* Attendees will receive Performance Management methodology and product assessment guide that includes review of over 30 technology suppliers
Mark Smith, CEO & SVP Research, Ventana Research


BOX SESSION
Aligning Individual Employee Behavior with Strategic Corporate Goals
Strategic goals are meaningless unless an organization can get employees behavior and employee engagement aligned to the overarching vision of the enterprise. This workshop is essential to keep learning and growing alongside your fellow company employees and if you are going to align your objectives with where your company is going. Learn how to develop process breakthroughs that will achieve significant improvement in business performance while empowering individuals and work groups to continuously improve their business processes and thus their productivity. Learn how to build a set of cultural dimensions (quality behaviors & values) that should be practiced in your daily work. Learn how to use a Managing for Results (MFR) approach to help you focus on the vital few actions that are needed to achieve improvements, deploy corporate policies and objectives, develop individual (employee) objectives necessary to achieve them and continually improve results.
 Discover the cultural dimensions (quality behaviors & values) that employees should practice in their daily work
 Utilize performance management systems to communicate corporate goals to employees
 Develop a Managing For Results (MFR) approach
 Create a goal-oriented workforce
 Institute programs that reward individual employees for improved performance
Constantine Kazakos, Principal, Rational Initiative Consulting

12:00 Networking Lunch

1:00 – 4:30 Afternoon Workshops

BOX SESSION
1:00 Creating and Utilizing Human Capital Measures for Organizational Success
This workshop will provide “Lessons Learned” regarding of the highly successful implementation of the New Integrated Performance Management System at City Public Service (Gas & Electric) in San Antonio, Texas. The general and overall focus will be on the 3P’s. The Price Triadic Principles of Performance Excellence (People, Process & Performance) and the developmental theory behind how they can be used towards Continuous Performance Improvement and achievement of overall Team Success.
• Understand human (People) capital deficiencies through using information and performance data
• Realize how individual employee performance can result in greater organizational success
• Aligning training and individual employee development goals to an organization through (Process) and performance based management systems
• Leverage training and employee development programs to strengthen the long-term (Performance) of the workforce

Steven Price, Organizational Development Analyst, City Public Service


BOX SESSION
Creating, Implementing and Managing the Balanced Scorecard
Many organizations have some form of performance management or balanced scorecard. In many cases these programs are local or exist in different forms or levels throughout the enterprise. The designs look good but the implementations fall short. Why do so many company managers with good intentions stop short of true implementation? Seldom do the measurement programs link to strategy and operational objectives, measures, targets and key initiatives to drive breakthrough results.

What do Balanced Scorecard Hall of Fame Award winning companies know that others do not? How have they avoided the pitfalls to achieve breakthrough results in the financial, customer, operational and people perspectives of their business? How have they translated the text books and training seminars implementation actions that employees can understand and support?

(This should be a separate paragraph) This interactive workshop will provide first hand experiences with the top 25 Balanced Scorecard hall of fame best practices including the Crown Castle International Hall of Fame case study. Attendees receive Hall of Fame Case Study book and article.
Implementation topics include:
• Review of 25 Hall of Fame best practices
• Valuable lessons – pitfalls to avoid
• Best practices to help accelerate your results
• Templates to help you with your program
• Roadmap for success

Bob Paladino, CPA and Former SVP, Global Performance, Crown Castle, International

BOX SESSION
Performance Planning: Talent Management Systems and Succession Planning
In today’s business world, there is no time or patience for inept or unengaged employees in an organization. Businesses are either growing or dying and engaged employees are the key to growth and getting ahead. As leaders it is our job to create an environment where employees can learn to do what they do best and then show them the process of maximizing that talent in the organization. By developing an effective talent management system and productive succession plan, your organizations productivity and performance potential can exponentially grow. Learn best practices to maximize talent, align talent and succession strategies to corporate objectives and forecast critical talent needs.
• Establish strategies for recruiting top talent
• Maximize employee morale and ROI through using the unique talents of each individual
• Linking your various HR Systems for an end-to-end solution
• Managing the change within your organization’s culture
• Balancing the roles of corporate talent specialists with HR generalists
Kelly Leiker, Training Consultant, ShopNBC.com

4:30 Adjourn

6:00 – 8:00
Adjourn to Welcoming Reception

Day One: May 24, 2005

7:30 Registration and Continental Breakfast

8:30 Keynote Address: Innovations in Corporate Performance Management
It’s become a common cliché that what gets measured gets done! However, sustainable productivity enhancements that drive free cash flow take more than simple one-time improvements or broad-based methodologies for Corporate Performance Management. Today’s enterprise is a convoluted and fast paced environment that doesn’t see any slow down in the future. Business moves fast and to stay ahead in the new economy businesses need to understand how to increase profitability, realize how to increase organizational efficiency and ensure long term growth.
• Understand the role corporate performance management plays in adding profitability to the bottom line
• Realize how corporate performance management can improve organizational efficiency
• Devise measures that ensure long-term growth
Brian Svenkeson, Vice President and Finance Team Lead, PepsiCo Enterprise Processes and Systems

9:30 Reasons and Ways to Measure: Using Performance Measurement to Achieve Management Improvement and Enhance Business Results
“What gets measured gets done!” But how do you know that you have the right measures to produce business results? This session will help you develop a useful and feasible performance management model, tactics to stimulate stakeholder dialogues and consensus on performance management in your organization through supporting the application of performance management as a core discipline of your enterprise. This session will teach reasons to measure by…
• Realizing business results are reflective of organizational strategy
• Creating quality performance measurements to enhance business results
• Identifying the attributes of a “world class” performance measurement system
Carl DeMaio, President ASMI

10:45 Break

11:00 Track 1: Performance Methodologies
Balanced Scorecard: Establishing Measures for Turning Strategy into Action
Successful organizations must implement a strategy that is effective and efficient. The right strategy requires proper planning that is executed by goal-oriented individuals. In many organizations, planning is successful in devising a strategy based on objectives and goals but fail when turning that strategy into action. When such miscommunication occurs, strategies are not executed and projects do not get finished. Such mistakes can result in delays that can cost and organization millions of dollars in lost revenue. The Balanced Scorecard (BSC) is a proven methodology that enables managers to establish goals and communicate them to employees. In this session, you will gain the knowledge necessary to:
• Integrate leading methods including the Balanced Scorecard, Six Sigma and Knowledge Management to achieve self-reinforcing results
• Understand the difference between one-time improvements and achieving sustainable improvements
• Establish a performance, rewards-based culture
Bob Paladino, CPA and Former SVP, Global Performance, Crown Castle, International

Track 2: PERFORMANCE MANAGEMENT SYSTEMS
Planning Performance: Aligning Performance Measures to Corporate Strategy
No organization plans for failure as all corporate strategies are focuses on the goals of success. However, many organizations despite a winning strategy find that the execution of the strategy is bogged down by functions, processes, projects and people at cross-purposes. This session will help you redefine and develop performance management strategies that align performance measures through out the organization both vertically and horizontally. Learn best practices to…
• Understand how performance measures can enable your organization to achieve its goals
• Create an organization that is aligned both vertically and horizontally
• Improve communication between all between all business stakeholders
• Increase synergy across the organization
Kelly Leiker, Training Consultant, ShopNBC.com

Track 3: Budgeting Planning and Forecasting
11:00 Aligning Forecasting, Budgeting and Monitoring with Strategic Performance Management
The purpose of performance management is to mobilize organization resources and optimize business processes to align and execute organization's strategy. Financial performance management sets the most critical role in any company as the best way to translate strategy into a coherent set of initiatives and objectives. The budgeting and planning process is being transformed into a more strategic, value-added component of financial operations, as well as being an integral element to the overall and encompassing strategy of corporate performance management. Based on the speaker's insights and experience with a leading-edge company, this session will:
• Outline the objectives of transformational budgeting and planning as an integrated foundation of corporate operating mechanism
• Highlight the linkages of budgeting/planning with corporate strategy execution & performance management
• Describe key best practices for effective budgeting/planning processes and various budgeting and planning applications
• Discuss some of key pre-requisites and obstacles for company to implement those transformational practices
Jason Chen, CFO, GE Clinical Services

12:00 Networking Lunch

1:15 Track 1: Performance Methodologies
Six Sigma: Achieving Optimal Business Results with Performance Measures
The methodology of Six Sigma is rigorous and systematic. Six Sigma strategies use well-defined strategies to identify, select, and improve corporate performance management. Six Sigma utilizes information and statistical analysis to measure and improve a company's performance to nearly 100% conformity. Through identifying and preventing ‘defects’ in manufacturing and service-related processes six sigma can help your organization improve operational performance, practices and systems. Learn best practices to meet the expectations of all stakeholders by:
• Utilizing Six Sigma strategies to cut costs and reduce cycle times
• Developing a Six Sigma framework around the most important customer and business priorities
• Establishing employee buy-in for policies and procedures influenced by Six Sigma
Scott Enders, VP and Quality Leader, Fifth Third Bank

Track 2: PERFORMANCE MANAGEMENT SYSTEMS
Driving Performance: Establishing Goals and Targets at ALL Levels of the Organization
The key to driving organizational growth, performance and overall success is the establishment of challenging, yet attainable goals. The difficult part is creating action across the entire enterprise through the development and execution of performance management systems. Learn how to meet the demands of the market place through organizational targets and factual performance measurement. This session will outline the end to end performance management process by:
• Implementing goals and targets to achieve organizational objectives
• Driving action across the entire employee base and business using performance data
• Establishing a reward and development system to sustain and improve performance results
Lisa Ward, VP of Communications, Delta Dental

Track 3: Budgeting, Planning and Forecasting
Linking Strategy with Financial Performance Goals
Alignment of business priorities to the budget through performance management is imperative to driving programs through a long range planning process. In this session, you will learn how to impact the budget and project plans as defined in the annual financial forecasting process and how the success metrics agreed to in the annual forecast, such as revenue and product cost goals, are then tied to all employees' variable compensation for the year. Apply best practices to:
• Address key success elements and barriers
• Understand a basic framework for planning process
• Apply proven business tactics to your own business to achieve results
Shelagh Glaser, Director of Finance, Intel Capital/FES

2:15 Track 1: Performance Methodologies
Implementing the Value Chain/Logic Model Approach to Performance Management
User organizations will look to leverage their business process and industry expertise by forming partnerships with providers and creating the next wave of consolidation in the IT services sector. Implementing the Value Chain / Logic Model approach will help to focus organizations on goals through organizational activities.
• Learn the key steps to successful methodology implementation
• Implement and organize business processes to directly effect and meet enterprise objectives
• Build, integrate and optimize applications from components for specific business processes
Carl DeMaio, President, ASMI

Track 2: PERFORMANCE MANAGEMENT SYSTEMS
Bridging the Gap from Activity Based Costing to Activity Based Planning and Budgeting
Many companies today that are beginning to implement activity based costing systems are showing some interest in activity based budgeting but are having difficulty in establishing its use and acceptance. Common reasons stem from not fully understanding activity cost and still having the requirement to build the traditional functional budget. This presentation will discuss the linkage between process analysis, activity costing, and activity based budgeting. This information is useful for guiding process improvement, performing sourcing studies, developing operational cost targets for services, and leads to better optimization of volume drivers with resource levels.
The following points will be discussed:
• Introduction of the Process Analysis Methodology highlighting the Service Sector
• Development of the Component Service Structure
• Setting process metrics and goals in place to track performance
• Tracing and attributing cross-functional cost to the service
• Linking functional budgets to activity budgets
• Actual use of activity based information for business planning and decision making at Boeing
• Includes work by the CAM-I Service Process Interest Group
And CAM-I Activity Based Budgeting Group
Norm Frause, Senior Process Cost Management Support, The Boeing Co. (Shared Services Group) -Computing and Network Operations

Track 3: Budgeting, Planning and Forecasting
Transitioning From Traditional Budgeting to Rolling Forecasts
Constant volatility within the economy has caused markets to shift rapidly. Many organizations are finding that traditional budgeting approaches and processes are very burdensome on organizations ability to rapidly respond to changes and demands in the market place. To insure success many organizations are looking to transition from a top down bottom up budgeting process to budgeting through rolling forecasts. This session will outline the cost benefit analysis of transitioning and the essential elements of a budgeting process by utilizing rolling forecasts.
OutlookSoft

3:15 Break

3:30 Track 1: Performance Methodologies
The Truth about BPM Implementation
Business and technical leaders need to know what really happens after licensing a new BPM solution. This session will look at the harsh realities of BPM implementations and the specific steps you can take to minimize the risks of your project going astray. Real-life examples of implementation successes and painful learning experiences will be discussed. You will learn what types of third-party expertise are available to help and where each fits into the project. Equally important, you’ll acquire perspective on which BPM functions to implement in the near term, and which capabilities are better added in a follow-on phase.
• Explore how long will it take to fully implement an effective BPM solution?
• Understand how much will the services cost
• Examine what can go wrong and how can you minimize risk
• Determine if the payoffs from the implementation are realistic and what expectations are appropriate to establish in your company
Craig Schiff, President, BPM Partners

Track 2: PERFORMANCE MANAGEMENT SYSTEMS
Closing the Gap between Strategy and Execution
The failure of organizations to manage the transition from where they are to where they want to be is one of the most critical management challenges facing senior executives today. While organizations understand where they are today and where they would like to be in the future, the road map on how to get there – the strategic plan – seems to remain just a dream. This gap between strategy and execution has never been wider. This session will show best practices on how organizations can effectively communicate and monitor their plans by:
• Developing a plan of action that makes sense and is targeted to enterprise objectives
• Ensuring that plans are tied to strategic initiatives and provide for feedback from all stakeholders
• Implementing technology that has a direct impact on changing corporate culture
Jonathan Becher, President and CEO of Pilot Software

Track 3: Budgeting, Planning and Forecasting
Leveraging Technology from Real Time Data for Decisions in Forecasting and Budgeting
Business moves too fast not to leverage the benefits of technology. The most useful feature of forecasting is the ability to convey and share information interactively in real time. The benefits of collaborating with investors, bankers and associate are improved transparency, reliability and accuracy of your financial forecasts and the business vision. Learn best practices for:
• Automating data entry to reduce keying errors and additional non-value activities
• Guiding the budget process through identifying risk
• Simplifying features to base forecasts on imperative statistical analysis
• Adopting a system that is right for your organization
Ralph Hromisin, CFO, Benco Dental

BOX SESSION:
4:30 Performance Management Panel: Critical Success Factors for Designing and
Implementing Effective Performance Management Systems
Applying performance management systems are an effective strategy to grow your business. However, there is more to success then a strategy. The process of creating action and executing on strategy is a cumbersome and challenging project. This session is an open forum to help address the critical success factors to implement performance measurements to perfecting your corporation’s role of performance management.
• Identify where measurements need to be applied
• Examine implementation and strategy application problems
• Discover communication barriers to change corporate culture


5:30 Networking Reception

Day Two: May 25, 2005

7:30 Continental Breakfast

BOX SESSION:
8:30 Keynote Address: Linking Employee Engagement and Organizational Performance to Create a High Performing Culture
Many organizations measure everything from their supply chain efficiency to their customer service standards because they understand the importance of measurement and the facts that you can't improve what you can't measure. Most significantly employee engagement, creating a corporate culture of excellence and execution requires the ability to accurately measure the performance of a company's strategy. Data analysis is provides the foundation to align all activities to accomplish a company's goals. The discipline of performance management will result in achieving shareholder, customer, operations and enterprise objectives.
• Understand the elements of employee engagement and value creation
• Utilize measures to better understand the organizational workforce
• Develop strategies that leverage the relationship of employee engagement and organizational performance
William P. Owad, Vice President, Performance Improvement Quality and Regulatory Affairs, Cardinal Health


9:30 Exhibit Hours

10:45 Break

11:00 Track 1: Show Me the Measures
Measuring the Human Capital and HR Value Chain
Are you measuring how effectively the enterprise leverages its Human Capital? Are you measuring how effectively and efficiently HR delivers value through its people, programs and increasingly through its vendors and outsourcing relationships? Performance measurement is complex. This session will present a simple framework for organizing metrics and will help your team determine where you may have gaps and need linkages. The metrics framework can also be used in alignment with other systems like the Balanced Scorecard. This session will cover:
• Measuring Human Capital and measuring HR, the distinctive difference
• Multiple ways HR adds value; strategic, investment and foundation
• The metrics framework and examples for use
• Supporting the HR value chain, including your vendors and outsourcers
Linda Merritt, Director Human Resources, AT&T

Track 2: Performance Reporting
Aligning Business Strategies with Corporate Performance Measures and Accountability Compliance Mandates
Internal control has gone from the obscure domain of specialists to the executive suite. Senior management has always been responsible for establishing effective internal controls but are now required to do so by law. Sarbanes-Oxley and other laws addressing internal control are absorbing valuable executive time and company resources. How can companies leverage these new laws to enhance business strategies? Specifically, what performance measures can be extracted from these compliance mandates that have a direct impact on the bottom line? Learn best practices for turning internal control compliance into beneficial performance measures by:
• Use of mental models to communicate business philosophy and strategy
• Linking an internal control framework to the overall business model
• Utilizing performance measures to understand corporate progress in achieving compliance with government mandates
Dennis Drent, SVP, Office of Internal Audits, Nationwide Insurance

Track 3: Performance Culture
Achieving Cultural Performance through Aligning Change Management Strategies
The fast pace of organizational change requires full commitment to the new realities that are driving performance and profitability in the workplace. This session will provide effective change management concepts and techniques to achieve the organizations strategic goals. When an organizations culture lags or resists change, coordinated strategies must be deployed to achieve the desired outcome in the organization.
• Improve performance through organizational change strategies
• Identify and implement appropriate and aligned performance-based strategies to support project deployment
• Collaborate, integrate and communicate toward the desired outcome
• Facilitate a shift in philosophy from management of people to leadership by people in order to build a critical mass to support change.
Steven Price, Organizational Development Analyst, City Public Service

12:00 Networking Lunch

1:15 Track 1: Show Me the Measures
Sales: How Direct Alliance Uses Performance Management & Integration to run one of the top sales floors in the Nation*

We all know that what gets measured gets done. But what are the right activities to measure for a peak-performing sales force, and how do support departments play a role in the success? Learn how Direct Alliance earned Selling Power Magazine’s #2 spot in their “Top 15 Most Effective Sales Forces” by creating and driving a superstructure of support for the sales organization. Quantitative activity and results metrics drive performance while qualitative coaching focuses on continuous improvement. Combine this driving force with high-performance support departments aligning to execute sales, and the result is a sales-centric selling machine sought worldwide to drive sales for Fortune 500 companies.

Focus will be on identifying performance measurements, implementing measurements, and guidelines for support department integration.

*As awarded by Selling Power Magazine (copy write mark)
Lauren Baggen, Director Training and Development, Direct Alliance Corporation

Track 2: Performance Reporting
Building and Managing a Performance Information System
Organizational culture adjustment and technology integration are equally important in implementing effective performance information systems. High performance organizations know the secrets to continuously evolving a clear line of sight from daily actions and system performance measures to business goals. This session will provide you with the best practices and lessons learned in standing up an enterprise performance measurement system that ties business objectives to operational measures.
• Methodology, tools and framework for developing an enterprise architecture performance model
• Selecting leading and lagging indicators and measures that provide insightful, actionable analysis
• Implementing a success-oriented measurement and reporting program
• Continuous improvement techniques for performance measurement systems
Phil Magrogan, CTO, Lockheed Martin

Track 3: Performance Culture
Creating a High Performing Culture through the Application of Performance Consulting
Top performing organizations establish a comprehensive approach to transfer critical business issues into business process improvement applications. Creating a high performing culture involves supporting it with applications such as e-Learning tools, custom courseware, performance consulting, operational metrics and project mentoring/coaching that align and integrate with organizational strategies. This session will walk through the evolution of transferring a grassroots effort into a corporate driven BPI initiative applied consistently worldwide. It will cover how the development and positioning of key elements applied in a timely sequence can build off each other to support a holistic performance consulting approach. Learn best practices to:
• Transition a grassroots effort into a corporate driven initiative
• Understand the key elements required to balance a performance consulting application
• Build a common approach that works in different locations and cultures
• Develop custom courseware with e-Learning support
• Align the design of courseware, performance consulting to the business
• The power of organizational/individual ownership in Driving a Winning Culture
Bill Grundstrom, Global BPI Champion, Dell


2:15 Track 1: Show me the Measures
Call Center Performance: Letting go of the Best in Class Myth….While Delivering Service that Delights Your Customers
Should all in bound call centers strive to be “Best in Class”? In fact, some best in class practices are simply out of reach or strategically inappropriate for many call centers. Instead of following the pack, your call center should evaluate and align each component of its business to ensure that it is efficiently and effectively meeting the needs of the overall business. By doing this you can actually provide service that satisfies and even delights customers and internal constituencies.
This session will present the Contact Center Maturity Model, a new self-assessment tool that will enable you to identify the level of service you should be providing, determine where your gaps are and what areas you need to improve, and compare your call center against peer practices.
Those who attend this session will participate in a self assessment using the CCMM that:
• Assesses each area of your call center to determine the baseline level of service you currently provide and understand where you stand vis a vis your peers
• Creates a roadmap to evaluate and prioritize changes to your call center to ensure balanced and efficient resource utilization
• Re-allocates resources in order to achieve operational balance, increased effectiveness and greater efficiencies
Tom Asher, Senior Manager, Consumer Relations, Levi Strauss & Co


Track 2: Performance Reporting
Using Performance Results Information to Re-evaluate and Continually Improve Business Strategy
This session will discuss how your organization can maximize value out of performance measurement information. You will learn how to select measures that align with business strategy and how to present them in ways that drive action and decision-making. Once performance results are in place and information has been collected, you can then influence your leadership to consider and make results-based plans and decisions. This session will present a WellPoint case study about a major Operations systems change initiative and how measurement contributed to the success of the project. It will show examples of dashboards, tools and communication techniques used through the implementation of the initiative. By the end of this session, you will be able to:
• Utilize performance data to evaluate the efficiency and effectiveness of internal business processes
• Leverage corporate policies and business processes with performance information
• Create a culture where employees are encouraged to continuously pursue excellence
Ferdinand Tesoro, Director Operations Performance Department, Blue Cross Blue Shield of Georgia, an independent subsidiary or WellPoint

Track 3: Performance Culture
Achieving Manager Buy-In: Involving Middle Management in the Design and Selection of Value Drivers
Involving the entire workforce management is the key to creating a performance-based culture. Integrating management capabilities of business line managers will help in the development of key performance indicators your company needs to take to drive profits and demonstrate ROI. This session will provide best practices of performance measures for corporate success.
• Customize proven leadership concepts to deliver outcomes that meet the requirements of your key performance indicators
• Align business line managers in development and measurement practices of ROI
• Apply best practices to implement performance measures to drive change and accountability throughout your organization
• Communicate the importance of management’s involvement in formulating drivers and measures to boost corporate performance
John Rhoades, Director of Compliance and Government Affairs, Loomis Fargo

3:15 Break

3:30 Track 1: Show me the Measures
Information Technology: Improving the Efficiency and Effectiveness of IT Functions with Performance Measures
Information Technology Organizations (ITOs) are coming under increasing pressure to improve their performance and demonstrate their value to the enterprise; yet, most are ill-prepared to do this successfully. Even with adopting best process practices like ITIL, COBIT and Six Sigma, without a sound measurement system, the full benefits of these approaches cannot be realized.
This session will give you a powerful methodology for developing balanced IT measurement dashboards to align each of your IT functions with overall IT strategy, drive and maximize IT function performance and demonstrate the value of each IT function to IT senior management and the business. Learn best practices to:
• Identify the key objectives for driving performance for every IT function
• Select the right measures for assessing IT function performance and demonstrating IT function value
• Use performance measures to select and prioritize the right IT performance improvement initiatives
• Create the right infrastructure for IT performance measurement success
• Selecting where to start your IT performance measurement initiative
Jim Brewton, IT Process Management, Wells Fargo Financial

Track 2: Performance Reporting
Dashboards and Scorecards: Driving Performance Management throughout the Organization
Technology-enabled business “scorecards” and “dashboards” are becoming extremely popular for tracking and driving organizational performance in ways that have not been previously possible. Not only is information delivered rapidly, it is delivered to the entire organization. Key management strategies, goals, and objectives can now be better documented, assigned, monitored and executed. This session will discuss best practices and cautions that you should consider before deciding to use any of the available tools.
• Increase the effectiveness of strategy execution and performance management using scorecards and dashboards
• Understand how scorecards and dashboards are being used most successfully
• Identify the pitfalls and barriers to effectively using scorecards and dashboards, and how to ensure success
Dr. Dean Spitzer, Performance Management Thought Leader, IBM

Track 3: Performance Culture
Diversity in the Workplace: Building a Team that Embodies Performance and Profitability
Organizations increasingly understand the need to measure their own internal progress in implementing diversity strategies as well as understating on how they perform in accordance to others. Starting with the end in mind and learning new ways to think about how to measure diversity is the first step to building an innovative and diverse workforce. This session will give you best practices to measure the results of diversity initiatives as a key requirement to demonstrate organizational performance through the utilization of a framework to measure progress in implementing diversity. Learn how to:
• Realize that a diverse workforce can bring a wider array of talents and human capital assets that can boost organizational performance
• Recruit a workforce that can work and interact with existing employees
• Create a corporate culture that embraces diversity
Kevin L. Clayton, Corporate Vice President of Diversity, Russell Corporation

4:30 Adjourn


5 Key Reasons to Attend
1. Integrate Best Practices to Create and Develop a Balance Scorecard
2. Enhance and Improve Performance Measurements and Strategies
3. Develop and Apply Proven Methodologies to Improve Performance
4. Demonstrate ROI through Corporate Profitability Performance Measures
5. Benchmarking Business Performance through Best Practices for Balancing Project Portfolios

Venue

2800 Opryland Drive
Nashville
Tennessee
United States
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Additional Information

The 2005 National Performance Conference will be held at the Gaylord Opryland Hotel in Nashville TN. A limited number of rooms have been reserved at the Gaylord Opryland Resort at a discounted rate of $164. Please contact the hotel by May 1, 2005 to receive this discounted rate and refer to code: X-AMSMI. Exhibiting and Sponsorship Information: To learn more about exhibiting at The Performance Conference 2005, please contact Byron Mignanelli at 858-874-6876 or email him at BMignanelli@ManagementWeb.org Tuition: The tuition rates for attending The Performance Conference 2005 are: Conference Only $1995 One Workshop $395 Two Workshops $595 Group Discounts: For information about group discounts available for The Performance Conference 2005, please contact Byron Mignanelli at 858-874-6876 or email him at BMignanelli@ManagementWeb.org Administrative Note: A 10% cancellation fee on registration will be charged for cancellations received less than three weeks from the date of the conference. 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.

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