| 07:00 |
Registration And Morning Coffee | |
| 08:00 |
Opening From The Chairman
Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar |
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08:15
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Strategy Execution System: From A To Z
Managing strategy execution should be a permanent part
of an executive’s job. This requires a management system.
Most organisations have pieces of this system, such as
budgeting and goal-setting, but the pieces are isolated and
incompatible. Further, most organisations do not have a
formal process to translate the strategy, test it, and align
the organisation. This session provides a CEO’s guide: What
to expect when adopting the Balanced Scorecard system
– real world insights into the challenges, timeframes,
investment and skills involved in a successful sustainable
implementation. Dr Norton will also describe how mature
BSC organisations sustain their strategy execution system
by embedding it within the organisation’s three to five year
strategy cycle.
Dr David Norton
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09:45
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Strategy Maps, Strategic Themes And The Balanced
Scorecard
In this session, Dr Kaplan will describe the latest innovations
in strategy mapping. The session will illustrate how external
and internal customer metrics need to be selected based
on the organisation’s differentiating customer value
proposition. Discover how to choose the right strategic
objectives and construct a strategy map around four to
six themes that link human capital and process objectives
to customer and shareholder objectives. While strategy
maps provide an overall view of an organisation’s strategy,
strategic themes segment the strategy into general
categories, allowing organisations to focus actions and
provide a structure for accountability. New material will
include how to incorporate triple bottom line reporting and
sustainability objectives into your strategy map. Dr Kaplan
will also demonstrate how to co-create strategy maps with
key stakeholders to create the “shared value” described
in Michael Porter’s seminal January 2011 Harvard Business
Review article.
Dr Robert Kaplan | |
| 10:45 |
Networking And Refreshment Break
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| 11:15 |
Strategy Execution: Best Practice Case
Volkswagen do Brasil (VWB) is the second largest
Volkswagen operation in the world, with four plants,
22,000 employees, and revenues of more than US$9
billion, enjoying one of the highest profitability rates in the
VW group. It wasn’t always this way. In 2006, following
years of currency devaluation, a sluggish economy, new
sources of competition, and market share loss, VWB
undertook a major restructuring and adopted the BSC
to mobilise the company. In this interactive session, Dr
Kaplan will demonstrate how VWB grew revenue by 80
percent in four years, doubled employee engagement, and
improved internal processes through the organisation’s
implementation of a sustainable strategy management
system.
Dr Robert Kaplan |
|
| 12:30 |
Lunch And Networking Break |
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13:45
|
Setting Meaningful KPIs, Stretch Targets And Selecting And
Funding Strategic Initiatives
The discussion of the system continues by showing how to
set targets for strategic themes and objectives, the process
to select portfolios of strategic initiatives, and the new
funding mechanism of strategic expenditures (StratEx).
Dr Norton will describe his recent research on the
performance breakthroughs that Hall of Fame enterprises
have achieved. These provide guidance for setting
ambitious quantitative and qualitative targets for key
BSC achievement metrics. The role of theme owners and
theme teams for managing the implementation of crossfunctional
and cross-business projects will be introduced.
Dr David Norton |
|
14:30
|
Aligning The Organisation To The Strategy
Most enterprises consist of multiple business and
functional units. For the full execution premium to be
earned, the enterprise must achieve both vertical and
horizontal alignment in each unit’s strategic objectives. This
session will review how to achieve organisational synergies
through a cascaded and linked strategy map, and how to
co-create strategy maps with strategic suppliers and
customers for shared value creation.
Dr Robert Kaplan |
|
| 15:15 |
Networking And Refreshment Break | |
15:45
|
Linking Strategy To Operations
High-level strategic objectives must be driven down into
operational processes. Dr Norton will illustrate how to link
operational process improvements to strategic objectives,
including the role for performance improvement programs
(TQM, Six Sigma, Lean); and how to design operational
dashboards of KPIs that drive continuous improvement.
Dr David Norton |
|
| 16:30 |
Kaplan–Norton Clinic
Open Forum for Q&A | |
| 11:45 |
Close Of Masterclass Day One
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