| 07:30 |
Registration And Morning Coffee | |
| 08:00 |
Opening From The Chairman
Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar |
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08:05
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Strategy Execution System: From A To Z
“The Harvard Experience”
Using a real-life case study example from the Canadian
utility, Hydro One, Dr Kaplan will lead an interactive session
on establishing and running a comprehensive enterprise
risk management system. The session will emphasise the
mechanisms for identifying and quantifying the principal risks
to an organisation’s strategy, especially how to develop and
transmit risk information from the front lines to the boardroom,
and how to allocate resources to mitigate the most likely and
consequential risks.
Dr Robert Kaplan
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09:15
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Integrating Risk Management To The Strategy Execution
System
Risk management has become essential for successful and
sustainable strategy execution. Many organisations, however,
despite having a designated risk management officer and even
a risk management department, have suffered massive losses
from their failure to understand and manage the risks inherent
in their strategies. Dr Kaplan will share insights on how Hall
of Fame organisations, such as Infosys and VW do Brasil use
their strategy maps to identify the key risks in the strategy.
From this early identification, they develop Key Risk Indicator
scorecards to give them advance warning of imminent risk
events and also develop portfolios of risk mitigation initiatives
that reduce the likelihood and consequences from risk events.
The session will conclude with the role for war-gaming and
scenario analysis to envision and mitigate the non-controllable
risks that can arise from the organisation’s volatile external
environment.
Dr Robert Kaplan | |
| 10:15 |
Networking And Refreshment Break
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| 10:45 |
Aligning Employees To The Strategy
Ultimately, strategy is executed by employees, not the senior
leadership team. But employees cannot help implement a
strategy that they are unaware of, do not understand, or
have little motivation to execute. This session covers the
important processes needed to communicate strategy,
motivate employees, and align the development of employees’
capabilities and competencies to strategic objectives.
Dr David Norton |
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11:30
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Continually Improving The Strategy
Today, strategies are implemented in volatile and highlycompetitive
environments. Strategy is a hypothesis on how
to satisfy shareholder/stakeholder objectives. The strategy
execution system must not only define these hypotheses,
but also continually monitor the external and internal
environments so that managers can guide, test, and adapt
the strategy to changing conditions. The BSC management
system achieves this objective at several levels including
conducting operational and strategy review meetings as
well as meetings that test and adapt the strategy, leading
to new objectives and BSC metrics that keep the strategy
relevant to changing market and business conditions. Dr
Kaplan will demonstrate the role for business analytics to
inform the design of operational KPI dashboards. He will
also summarise his current collaboration with Professor
Michael Porter on the tremendous opportunities to improve
the value and cost of health care delivery through accurate
measurement of outcomes and costs.
Dr Robert Kaplan |
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12:30
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Lunch and Networking Break
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13:45
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BSC Implementation: Leading Change And The Role For The
CEO
Strategy requires that companies break away from
doing business-as-usual so they can adopt a new way
of competing and doing business. Yet most change
management programme fail. In this session, Dr Kaplan
will highlight the vitally important role for the CEO to lead
and manage the change process. He will start with the
key role – embedded in leadership gurus John Kotter
and Michael Beer’s pioneering work – to unfreeze the
organisation so that executives and employees alike accept
the urgent need for change. He will continue by showing how
Kotter’s Leading Change programme can be leveraged and
accelerated by integrating with the Kaplan-Norton strategy
execution system. The session will include examples from
the successful CEOs of enterprises in the Palladium Balanced
Scorecard Hall of Fame for Strategy Execution®.
Dr Robert Kaplan |
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| 14:45 |
Networking And Refreshment Break | |
15:15
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BSC Implementation And The Office Of Strategy
Management
The new BSC strategy management system does not
manage itself. This session will discuss how a new
competency and a new organisation, the Office of Strategy
Management, has emerged to play this role. Dr Norton will
explain the multi-year agenda for the OSM as it migrates
the Balanced Scorecard from an initial feasibility project
into a sustainable strategy execution system that delivers
transformational improvements in performance.
The stages
include:
- Unfreeze the organisation (continuing the discussion
in Dr Kaplan’s previous session)
- Focus and align the organisation to strategic priorities, and
- Sustain the new culture of strategy execution and
accountability for delivering performance
Dr David Norton |
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| 16:00 |
Kaplan–Norton Clinic
Open Forum for Q&A | |
| 11:45 |
Close Of Masterclass |
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