Dr Kaplan Masterclass JEDDAH
SATURDAY, 3 December 2011 | Park Hyatt Hotel, Jeddah, KSA
Essential Strategy Execution Updates and NEW Insights for 2011
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NEW award winning case study – hear how Volkswagen Do Brasil’s CEO led the implementation of the Balanced Scorecard across a 22,000 employee business! |
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Learn how to respond and react to a dynamic business environment and lead your business through strategic change |
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IN DEPTH: Go beyond the headlines and dig deep into setting the right KPIs for your organisation |
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Maximise the synergies between popular quality improvement approaches (e.g. Lean, Six Sigma) and the Balanced Scorecard |
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PLUS pose your burning strategy execution questions direct to Dr Kaplan in an open Q&A session |
About Dr. Robert Kaplan:
 Robert S. Kaplan, Professor, Harvard Business School and Co-founder of The Balanced Scorecard, USA
One of the most valuable speakers on business strategy and leadership today.
Few people have contributed as significantly to the art, and especially the science, of business strategy as Dr Robert Kaplan. His Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy.
In his research and writing, speaking and consulting, Dr Kaplan develops ways to link cost and performance management systems to strategy implementation and operational excellence.
The BSC approach is also being successfully applied by governments and nonprofits throughout the world to improve transparency, governance and measurable social outcomes. Dr Kaplan and coauthor Dr David Norton have written five landmark books on The Balanced Scorecard, describing how it works and outlining best practices for its implementation. Together, these books have transformed the business strategy landscape and made Dr Kaplan one of the most valuable speakers in the fields of business strategy and leadership.
Dr Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the Graduate School of Industrial Administration, Carnegie- Mellon University. | |
LIVE And IN PERSON with Dr Robert Kaplan
SATURDAY, 3 December 2011 | Park Hyatt Hotel, Jeddah, KSA
| 08.00 |
Registration And Morning Coffee |
| 09:00 |
CASE STUDY: The Strategy Execution System
- Strategy execution: Top priority for senior executives
- The Kaplan-Norton six-stage strategy execution
system
1. Develop the strategy
2. Translate the strategy into strategy map and Balanced Scorecard
3. Align employees and organisational units
4. Link strategy to local dashboards and operational improvement programs
5. Conduct operational and strategy reviews
6. Test and adapt the strategy
- All six stages illustrated with Volkswagen Do Brasil, a new comprehensive case study of Balanced Scorecard Hall of Fame company implementation
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| 10:30 |
Networking And Refreshment Break |
| 11:00 |
KPIs: In-Depth Session On Translating Strategic Objectives Into BSC Metrics
- Linking a strategy map to a Balanced Scorecard of Key Performance Indicators in the four BSC perspectives
- Selecting KPIs that measure and monitor strategic objectives
- Identifying and funding strategic initiatives for breakthrough performance; the role for StratEx
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| 12:30 |
Networking And Refreshment Break |
| 14:00 |
LEADERSHIP: Leading Strategic Change In Dynamic Environments Applying the John Kotter model for Leading Successful Change through the Kaplan-Norton strategy execution system
- Establish a sense of urgency
- Form a powerful guiding coalition for change
- Create the vision for change and a strategy for achieving it
- Communicate the vision and the strategy
- Empower others to act on the vision and strategy
- Produce and celebrate short-term wins
- Sustain the effort; produce more change
- Institutionalise the new culture
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| 15:00 |
Refreshments And Prayer Break |
| 15:30 |
QUALITY IMPROVEMENT AND RISK MANAGEMENT: Integrating The Strategy Execution System With Continuous Improvement Activities And Risk Management
- Linking strategic objectives to the organisation’s lean, six sigma and quality improvement activities
- 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, noncontrollable events
- Making “black swan” or unknown, unknown events (those “we don’t know that we don’t know”) visible for risk mitigation
- Role for scenario planning and war-gaming |
| 16:30 |
Kaplan Clinic
Q&A – your chance to pose all the questions you want to ask about the Balanced Scorecard direct to Dr Robert Kaplan! |
| 17:00 |
Refreshments And Prayer Break |
| 16.00 |
Close Of Masterclass Day |