Preliminary Programme

The New Strategy Execution System

Stage 1: Develop The Strategy

Dr David Norton

Networking Break

Leadership 

Stage 2: Translate The Strategy Into Strategy Maps
-  Strategic themes linking objectives
-  Measurement 

Dr Robert Kaplan

Networking Lunch For Delegates And Speakers

Stage 4: Linking Strategy To   Operations
- Setting targets
- Selecting and funding strategic initiatives (StratEx)
- Aligning operating, innovation, and IT processes to strategic objectives 

Dr David Norton

Networking Break

PART ONE: Strategy 2.0: Formulating Strategy
As generations and technologies progress, so must the practices and tools for management. Strategy formulation, communication and execution are reborn in the age of social technology. Social media has introduced new rules and tools which require a rewrite of core strategic processes. These new strategy management practices are known as Strategy 2.0. Organizations which act on this paradigm shift in strategy management increase strategy awareness, adoption, and contribution… and actually see their strategy materialize into the results they desired.

In this session, Joey Fitts describes how this modern strategy formulation:
- Moves beyond the ivory tower to include more people and ideas
- Factors in the realities of those who have to execute the strategy
- Becomes much more iterative, interactive, dynamic and continuous

Joey Fitts
Partner Lead, Information Worker Business Group, Microsoft Corporation and co-author of the new book Business Performance:Enabling a Culture of Intelligent Execution

Aligning Enterprise Risk Management To Strategy Execution
- Interactive case discussion on   managing strategic risk
- Linking strategy map objectives to risk events
- Developing key risk indicators
- Selecting and funding risk mitigation initiatives 

Dr Robert Kaplan

Close Of Masterclass Day One

Stage 3: Aligning Organisational Units For Corporate Synergies RSK
Dr Robert Kaplan

Stage 3: Aligning Human Capital To The Strategy
- Communication
- Aligning employees’ objectives and incentives
- Aligning employee competencies and personal development plans to the strategy 
Dr David Norton

Networking Break

Stages 5 And 6: Operational And Strategy Review Meetings
- Monitoring risk exposure in operational and strategy review meetings
 Dr Robert Kaplan

Networking Lunch For Delegates And Speakers

PART TWO: Strategy 2.0: Communicating Strategy
In this session, Joey Fitts describes how this modern strategy communication requires leaders to:

- Tell everyone – keep the strategy public, digital and shared
- Speak the local tongue – extend from taxonomy to folksonomy, utilising the actual lingo of the enterprise
- Dialogue – perfection and single point-in-time moves to progressive iteration
Joey Fitts
Partner Lead, Information Worker Business Group, Microsoft Corporation and co-author of the new book Business Performance:Enabling a Culture of Intelligent Execution

Making Strategy Execution a Core Competency
- The Office of Strategy Management
- Sustaining the strategy execution system 
Dr David Norton

 Registration And Coffee

 Opening Remarks By The Chairman

Becoming A Strategically Focused Organisation
Sophie de Villers,
Vice President, Office Of Strategy Management
Canadian Blood Services, Canada (HALL OF FAME AWARD WINNING COMPANY)

Plan Your Way To Successful Strategy Execution
Raja Yousif Al Zayani
Chief Of Strategic Planning, Ministry Of Works
Bahrain  (HALL OF FAME AWARD WINNING COMPANY)

Networking Break 

PART THREE: Strategy 2.0: Executing Strategy
Joey Fitts describes how this modern strategy execution enables organisations to:
a. Find and leverage people and resources
b. Collaborate and learn faster
c. Activate stakeholder execution across channels

Joey Fitts
Partner Lead, Information Worker Business Group, Microsoft Corporation and co-author of the new book Business Performance:Enabling a Culture of Intelligent Execution

Creating Accountability For Strategy Execution Through The Use Of Strategic Themes
Taher Giaedi, Acting Chief, Health Administration
Lexington Veterans Administration Medical Centre, USA

Interactive BSC Team Challenge – Which Team Will Be The Winner?

Focusing On The Five Principal Steps To Selecting And Cascading The RIGHT Measures
To ensure the event is as practical as possible for our delegates, we have developed brand new interactive sessions. As you no doubt are well aware the success of both strategy execution and the Balanced Scorecard can only come from a united team effort, thus delegates will be split into teams of 8 – 15 people to engage in a friendly teams challenge. Each team will have to show they have successfully understood each of the 5 steps to successfully selecting and cascading the right measures.  We will use one fictitious case study throughout the entire process so all teams receive the same information. We are seeking facilitators that can do both afternoon sessions (Tuesday and Wednesday) as you will be allocated the same team for both afternoons.

Facilitator’s Role: The facilitators role will be to ensure your “team” is guided in the right direction to achieve the targets set for challenge. All facilitators will be briefed before the event by the moderator about the fictitious case study and what the delegates are required to produce. At the end of Day Two after the delegates have moved through all 5 steps, one person from each team will deliver a short presentation to show their outcomes. The facilitators will judge the teams and decide a winner.
 

Step One – Setting Overall Organisation SMART Objectives –The Strategic Destinations
• Importance of SMART objectives within the context of the Vision
• Evaluating the proposed objectives to ensure alignment between them (Excel spreadsheet exercise And laptop )

Step Two – Creating Strategy Maps
• The process to create the map
• Incorporating strategic themes

Chairman’s Opening Remarks

Developing And Implementing A Public Sector Balanced Scorecard

10:45

Cascading The Balanced Scorecard To Each Individual Staff Member Within The Retail Banking Group 
Simon Clements
Senior General Manager, Retail Banking Group - Burgan Bank, Kuwait

Team Presentations
One team member from each team will be give 10 minutes maximum to deliver their teams outcomes from each of the 5 steps over the last two days. The facilitators will jointly decide on a winner at the end of the presentations.

Registration for these workshops will commence at 08:00 on each of the days. They will each begin at 08:30 with refreshments being served at appropriate times. Each day will conclude at 14:30 after which lunch will be served.

Pre-Forum Workshop A: Strategy Mapping In Public Sector Organisations: Why Do It?
Saturday, 27 March 2010

Pre-Forum Workshop B: Building A Strategy Focused Organisation
Saturday, 27 March 2010

Post-Forum Workshop C: Linking Balanced Scorecard To Your Budget
Thursday, 1 April 2010

Post-Forum Workshop D: The Art Of Effective Review Meetings
Thursday, 1 April 2010