| 07.30 |
Morning Coffee |
| 08.00 |
Opening Remarks From The Chairman
Mathias Mangels, Partner, Symnetics And Tantum Group – Europe, Germany |
| 08.15 |
Risk Management
Using a real-life case study example from Canadian utility, Hydro One, Dr. Kaplan will lead an interactive session on establishing and running a comprehensive enterprise risk management system. The session will emphasize the mechanisms for identifying and quantifying the principal risks faced by an organisation, moving risk information from the front lines to the boardroom, and allocating resources to mitigate the most likely and consequential risks.
Dr Robert Kaplan |
| 09.15 |
Integrating Risk Management with 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 organisations can work from the strategy map to identify the key risks in their strategy. From these, the company can develop a Key Risk Indicator scorecard to give advance warning of imminent risk events and also develop a portfolio of risk mitigation initiatives that reduce the likelihood and consequences from risk events.
Dr Robert Kaplan |
| 10.30 |
Networking And Refreshment Break |
| 11.00 |
Aligning Employees to the Strategy
Ultimately, strategy must be 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 |
| 11.45 |
Monitoring, Testing and Adapting The Strategy
Today, strategies are implemented in dynamic and challenging environments. The strategy execution system must continually monitor the external and internal environments so that managers can guide, and adapt the strategy to changing conditions. The BSC management system achieves this objective by conducting regular operational and strategy review meetings as well as an annual meeting that provides opportunities for challenges to the assumptions underlying their strategy based on employee inputs and changes in the external and competitive environment.
Dr Robert Kaplan |
| 12.45 |
Networking Lunch And Prayer Break
Including Executive Lunch – Private Sector
(separately bookable, email charlie.barkjones@iirme.com to enquire) |
| 1400 |
BSC Implementation: Leading Change And The Role Of 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 programs fail. In this session, Dr Kaplan will highlight the vitally important role for the CEO to lead and manage the change process. He will integrate the classic John Kotter 8-step program for leading change with the Kaplan-Norton Strategy Management 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 |
| 15.00 |
BSC Implementation: The Critical Role Of 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 and become the organisation’s center of excellence for strategy and knowledge management. Dr Norton will describe a program for training and certifying the new strategy execution professionals.
Dr David Norton |
| 15.45 |
Refreshments And Prayer Break |
| 16.00 |
Kaplan–Norton Clinic
Q&A
Dr Robert Kaplan/Dr David Norton |
| 17.15 |
Close Of Masterclass |