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Slide 1: THE PERFORMANCE CONFERENCE Measures, Metrics and Management Systems to Improve Organizational Performance and Profitability 2009 MAY 4-7, 2009 | ORLANDO, FL FEATURING TEN COMPREHENSIVE TRACKS: Measures and Metrics for Performance Management | Measure and Improve Employee Performance | Link Lean Six Sigma Methods to Strategy | Effectively Manage Business Intelligence | Essentials of Customer Management | Apply Metrics to Manage Performance | Foster and Promote a Performance Culture | Maximize Lean Six Sigma Tools | Incorporate Effective Business Analytics Improve the Customer Experience Where Leaders in Performance Management Gather to Share Ideas, Best Practices and Strategies www.ThePerformanceConference.com www.ThePerformanceConference.com 1
Slide 2: WHAT IS THE PERFORMANCE CONFERENCE? Business executives gather to explore the latest innovations and best practices in performance management and process improvement initiatives at the annual Performance Conference. The Performance Conference is led by speakers from the upper echelons of performance-based companies and organizations, focused on performance management systems, measures and metrics, employee performance and project management. By putting delegates in the room with the best in class in performance management and measurement professionals, The Performance Conference seeks to drive results and improve organizational performance and profitability. Who Will Be at The Performance Conference? TITLE • • All C-Level Executives Presidents • • Vice Presidents Directors • • Managers Analysts … and anyone involved in the planning, development and management of organizational performance. FUNCTION • • • • Strategic Planning Human Resources Finance Operations • • • Information Technology Customer Management Marketing/Research/ Product Development • Sales/Business Development INDUSTRY • • • • Financial Services Retail/Consumer Goods Healthcare and Pharmaceuticals Industrial Manufacturing • • Technology and Telecommunications Travel, Hospitality and Entertainment • • • Education Automotive and Transportation Energy and Utilities Achieve Your Enterprise Objectives through Comprehensive Performance Management 2 The Performance Conference 2009
Slide 3: LETTER FROM THE CONFERENCE CHAIRS Dear Colleague: The mortgage crisis, a weak dollar, low consumer confidence, inaccurate forecasts – the difficulties of the current economic landscape are clear. Over the last year, many organizations have reported serious drops in profitability. Most businesses understand how to survive in these kinds of economic conditions: budget cuts, re-evaluate hiring initiatives and invest more energy into sales efforts. Whether you call it a downturned economy, a “credit crunch” or a recession, the truth is that all industries have felt the impact. In an economic downturn, organizations too often make hasty business decisions influenced by an immediate need. Instead, organizations that utilize long-term planning help position themselves for success when riding out economic hardships. In a downturned economy, the role of performance management is more important than ever to improve operational efficiencies, cut costs and improve profitability. Performance management enables more effective management by delivering a complete view of operations and processes and provides greater clarity and insight into your organization’s profitability, customers, operations and financial stability. To enhance your own efforts to define, implement and advance performance improvement strategies during a downturned economy, you are invited to join leaders in organizational performance at The American Strategic Management Institute’s Performance Conference 2009, May 4-7, 2009 in Orlando, FL. At this national event, you will learn how to define and execute strategies within your organization that align with corporate goals and drive performance across all key business functions, including finance, workforce and operational performance. We will take a look at the various performance management and business intelligence solutions that provide valuable information and data as predictive indicators to increase sales, optimize inventory levels, reduce costs, improve profitability and spot relationships with customers that could lead to more business opportunities. Unlike any other event, The Performance Conference will focus on the challenge of aligning strategy with measures to achieve your enterprise objectives through comprehensive performance management. While everyone is looking for a way to improve their sustainable market advantage, a new differentiator has emerged: the purposeful management of service excellence. Ensure that employees know what is expected of them by communicating how their business unit goals and objectives relate to overall organizational strategy. Achieve higher levels of performance through proper measurement and support, and establish “line of sight” performance reporting to instill accountability and transparency for progress. By creating, designing and executing memorable service excellence, you will build positive customer and employee relationships resulting in solid revenue growth in economic hardships. The nation’s leaders in performance management will be on hand for The Performance Conference 2009. Join them and you will emerge with powerful lessons and tools for driving real and immediate performance improvements in your organization. I look forward to seeing you in sunny Orlando! Best Regards, Stephanie Donaldson Vice President of Education American Strategic Management Institute Roy Barnes Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting www.ThePerformanceConference.com 3
Slide 4: AGENDA AT-A-GLANCE Pre-Conference Seminars: Monday, May 4, 2009 8:00 9:00 SEMINAR A Balanced Scorecard Fundamentals: Build and Design Your Scorecard Seminars Adjourn *Lunch will be provided. Pre-Conference Seminar Registration & Continental Breakfast SEMINAR B Budgeting and Forecasting: Create Your Roadmap for Change SEMINAR C Lean Six Sigma White Belt Certification 4:00 Day One: Tuesday, May 5, 2009 7:30 8:00 8:15 Conference Registration, Continental Breakfast & Exhibits Welcome Address and Opening Remarks by Chairperson KEYNOTE ADDRESS Convert Strategy Into Action through Performance Management TRACK A Measures and Metrics for Performance Management 9:00 10:00 10:30 11:30 12:30 Connect Strategic Planning and Organizational Results to Performance Management Networking Break in Exhibit Hall Formulate, Align and Integrate Performance into Your Business Strategy Select the Right Measures for Enhanced Corporate Performance Networking Luncheon & Exhibit Hall TRACK A (Continued) Measures and Metrics for Performance Management 1:15 Leadership’s Role in Managing and Implementing Performance Measure through Balanced Scorecard Initiatives Dubai Networking Luncheon & Exhibit Hall INTERACTIVE SESSIONS 3:15 Strategy Mapping: Bridge the Gap Between Performance Strategy and Execution Budget Performance: The Role of Key Business Drivers in the Budgeting Process Project Performance: Implement Effective Project Performance Strategies to Increase Bottom-Line Results TRACK D Foster and Promote a Performance Culture Develop a Performance Management System to Manage and Track Performance Cascade Organizational Business Line Priorities through All Levels of the Organization TRACK C Maximize Lean Six Sigma Tools Use Voice of the Customer Techniques to Gain a Competitive Advantage Lean Tools: Understand Value Stream Mapping, 5S, and Kaizen Track the Effectiveness of Your Organization: Measuring What’s Important Increase Performance through Talent Management and Succession Planning Build Key Infrastructure for a Successful Lean Six Sigma Deployment Select and Mobilize Leaders Around Six Sigma Initiatives TRACK B Measure and Improve Employee Performance Develop an Appraisal System to Manage, Measure and Improve Employee Performance TRACK C Link Lean Six Sigma Methods to Strategy Align Lean Six Sigma with Overall Organizational Strategy 2:00 2:45 4:30 5:30 Exhibit Hall Hours & Networking Cocktail Reception Adjourn Top 10 Reasons to Attend 1 4 ENHANCE Your Performance Management System 2 DEVISE Measures for Your Organizational Goals 3 PERFECT Your Performance Reporting 4 DRIVE a Customer-Centric Culture in Your Organization 5 AMPLIFY the Performance of Your Employees The Performance Conference 2009
Slide 5: AGENDA CONTINUED Day Two: Wednesday, May 6, 2009 7:30 8:00 8:10 9:00 10:00 Continental Breakfast & Exhibits Opening Remarks by Chairperson KEYNOTE ADDRESS The Art of Change Management KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization Networking Break in Exhibit Hall TRACK F Apply Metrics to Manage Performance 10:30 Boost the Bottom Line: Use Metrics to Manage on Demand with Practical EPM Solutions Balanced Scorecard Design: Choose the Key Performance Indicators Networking Luncheon & Exhibit Hall TRACK F (Continued) Apply Metrics to Manage Performance 1:30 Link Innovation to Performance Measures to Drive Sustainable Growth Identify Key Business Drivers to Improve Organizational Performance Networking Luncheon & Exhibit Hall INTERACTIVE SESSIONS 3:15 4:00 4:30 Understand and Implement Effective Risk Management Strategies Adjourn Assess Your BI Maturity: Take BI to the Next Level Build a Customer-Centric Culture of Performance in Your Organization TRACK I Incorporate Effective Business Analytics BI Performance Dashboards: Measure, Monitor, and Manage Your Business Performance Gather and Interpret Data to Understand Predictive Analytics and Drive Strategy TRACK J Improve the Customer Experience Drive the Customer Experience to Build Customer and Employee Loyalty Move from a Corporate-Focused to Customer-Focused Organization TRACK G Effectively Manage Business Intelligence Design Integrated Business Metrics to Maximize Performance Use Performance Modeling and Dashboards to Link Strategy to Operations TRACK H Essentials of Customer Management Develop Key Customer Feedback Measures and Metrics Case Study: How Hewlett-Packard Innovates using Marketing and Sales Strategies to Improve the Customer Experience 11:30 12:30 2:15 2:45 Chairperson’s Closing Remarks: Developing and Capitalizing on a Performance Management System Post-Conference Workshops: Thursday, May 7, 2009 8:00 9:00 Post-Conference Workshop Registration & Continental Breakfast WORKSHOP A Lead and Organize Business Intelligence Teams: Improving Individual and Team Performance Workshops Adjourn WORKSHOP B Design a Customer Experience for Increased Profitability and Market Share WORKSHOP C Implement Proven Strategies to Ensure a Successful Six Sigma Deployment 12:00 6 PLAN and Implement the Value of Lean Six Sigma 7 UNDERSTAND Predictive Analytics to Drive Strategy 8 UTILIZE Customer Insight to Drive Innovation 9 MEASURE and Improve Employee Engagement 10 DESIGN Integrated Business Metrics to Maximize Performance www.ThePerformanceConference.com 5
Slide 6: PRE-CONFERENCE SEMINARS Monday, May 4, 2009 Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have immediate application. With this full-day application session, you will enhance your training experience by establishing a reference point of knowledge, language and methodologies for the rest of the event. These seminars will dive deep into Balanced Scorecard, budget forecasting and Lean Six Sigma to help improve your expertise and gain knowledge of practical tools to implement from field experts. Enrollment space is limited, so register today to reserve your place. 8:00 Pre-Conference Seminar Registration & Continental Breakfast 9:00 SEMINAR A SEMINAR B Balanced Scorecard Fundamentals: Build and Design Your Scorecard Understanding the fundamentals of the Balanced Scorecard (BSC) methodology is critical to maximizing the execution of strategy. This workshop, including hands-on exercises, will help you learn how to integrate proven BSC tools and techniques to achieve breakthrough results. Learn the basics of Balanced Scorecard design and deployment, while gaining insights into the potential pitfalls and hurdles to successful implementation. Discover the best practices in the latest BSC advancements to accelerate your results towards a strategy-aligned organization. Completion of this workshop will help you translate BSC theory into concrete results for your organization. Develop a solid understanding of key BSC concepts and misconceptions. • Receive complimentary copy of Harvard Business School #1 ranked Hall of Fame Case Study “Crown Castle International” (program directed by trainer Bob Paladino) • Learn 25 Hall of Fame best practices and valuable lessons – and pitfalls to avoid • Learn how to use established tools and templates to help accelerate your results • Discover a roadmap for the journey to developing, deploying and cascading strategy maps and scorecards • Understand the key links to BI, covered more completely in the afternoon workshop Budgeting and Forecasting: Create Your Road Map for Change Organizations struggling to improve the efficiency and effectiveness of Budgeting and Forecasting often settle for incremental improvements when more comprehensive change is needed. This session describes how top finance organizations are saving time and improving results by shifting from traditional budget development and control to the use of more robust tools like relative performance measurement, cost control and rolling forecasts. Find out how to transform your company’s budgeting and forecasting cycle into an adaptive financial model. Evaluate your company’s strengths and weaknesses to improve your existing processes. This workshop you will: • Analyze the effectiveness of your existing management processes • Create a road map for effective implementation of improved processes • Move from traditional models to continuous planning and adaptive control • Learn from best practices case studies MITCH MAX Managing Partner DecisionVu BOB PALADINO Former SVP, Crown Castle International Founder, Bob Paladino & Associates 6 The Performance Conference 2009
Slide 7: PRE-CONFERENCE SEMINARS CONTINUED Monday, May 4, 2009 9:00 SEMINAR C 12:00 Networking Luncheon Lean Six Sigma White Belt Certification Our intensive White Belt Certification program is a basic course allowing executives to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. These individuals will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. Attendees will learn how to utilize the key tools and techniques needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30-minute examination at the conclusion of the course to ensure they have a working knowledge of the information provided. After completion of the course, they will be prime candidates for Green Belt Training. Key Learning Objectives: • Understand the history and background of Lean Six Sigma • Learn how to develop a project charter • Evaluate the core concepts of Lean and Six Sigma • Maximize your understanding of the Lean Six Sigma methodology (focus on DMAIC – Define, Measure, Analyze, Improve, Control) • Learn how to identify non-value added steps in your process • Develop skills needed to manage the culture change • Understand how to use data properly to effectively measure, analyze, improve and control performance • Evaluate Voice of the Customer (VOC) techniques • Examine the Cost of Poor Quality (CPQ) • Learn key data collection strategies • Receive basic statistics, graphical analysis and Statistical Process Control (SPC) training 4:00 Workshops Adjourn 1:00 SEMINAR A (CON’T): Balanced Scorecard Fundamentals: Build and Design your Scorecard SEMINAR B (CON’T): Budgeting and Forecasting: Beyond Budgeting: Create Your Road Map for Change SEMINAR C (CON’T): Lean Six Sigma White Belt Certification CHARIS GROSSMAN Six Sigma Black Belt Senior Fellow, The Performance Institute “The diversity of opinions all converged on the same common problem: How best to drive results with business performance management and measures? The Performance Conference highlights different theories, techniques and tools to establish a process-oriented performance management system.” FRANK FALZON Director of Customer Business Planning & Analysis MasterCard International Incorporated www.ThePerformanceConference.com 7
Slide 8: DAY ONE Tuesday, May 5, 2009 7:30 Registration, Exhibits & Continental Breakfast 8:00 Welcome Address and Opening Remarks by Chairperson ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 8:15 KEYNOTE ADDRESS Performance Excellence: Connecting Organizational Strategy to Individual Execution Moving from strategy definition to strategy execution is one of the biggest challenges that organizations face in the push to improve performance and remain competitive. The majority of organizations, large and small, continue to struggle with effectively communicating strategy and, in turn, converting strategy into operational execution and individual performance. Implementing a performance management system is often the key to success in bridging this gap, but the intricacies of implementation can be intimidating and often overwhelming. This keynote presenter will address the struggles that many organizations face when converting strategy into execution, how to effectively align performance and accountability, and the benefits that await your organization. ADAM COHEN National Vice President, Strategy Integration UnitedHealthcare 10:30 Networking Break & Exhibits “Implementing what is talked about in these conferences transitions your organization from good to great.” DAVE LAMASCUS Arsenal Digital Solutions 8 The Performance Conference 2009
Slide 9: TRACK OVERVIEWS TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT Continuous studies show that organizations typically want to use performance management to improve organizational results, stay focused on strategic priorities, shift focus when needed during times of rapid change and provide a culture that will attract and develop employees. However, executives and managers continually struggle with finding the “right measures” that will produce higher levels of growth and performance. Implementing, managing and utilizing meaningful measures for your performance management system is no easy task, but it is certainly attainable and organizations quickly see extensive rewards in successful implementation. These sessions will offer best practices and techniques to effectively utilize and implement a performance management system within your organization and assist in finding the right measures to incorporate into your performance management system. TRACK B: MEASURE AND IMPROVE EMPLOYEE PERFORMANCE Employee improvement thrives when there is a clear line of sight between activities and enterprise-wide goals and strategies. As leaders, it is our job to create an environment where employees can learn to do what they do best and then show them the process of maximizing that talent in the organization. By developing an effective talent management system and productive succession plan, your organization’s productivity and performance potential can grow exponentially. Learn best practices to achieve a “line-of-sight” between employees and organizational goals and strategies, evaluate performancebased pay and design and implement employee performance incentives. TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today. TRACK D: FOSTER AND PROMOTE A PERFORMANCE CULTURE It may not be easily defined or quantified, but an organization’s culture is the key to its success or failure. Highperforming organizations bring together leadership issues that define their unique character and rally people around a deeper sense of purpose. These strategies are made tangible through the strong implementation of management processes and systems that translate ideals into action. These sessions will offer a deeper look into what a high-performance culture looks like, how it is established and how to maintain it. TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today. www.ThePerformanceConference.com 9
Slide 10: DAY ONE CONTINUED Tuesday, May 5, 2009 CHOOSE TRACK A, B, C, D OR E: 9:00 TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT TRACK B: MEASURES TO IMPROVE EMPLOYEE PERFORMANCE TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY Connect Strategic Planning and Organizational Results to Performance Management • Make the necessary linkages to transform strategy into action • Take the next steps towards proper strategy formulation • Learn the functional roles in strategic planning and their link to strategy execution Develop an Appraisal System to Manage, Measure and Improve Employee Performance • Provide effective evaluations to set goals, clarify expectations and enhance employee performance • Establish criteria for an ideal appraisal system and appoint an implementation team • Communicate how performance measurements directly relate to individual and organizational goals Align Lean Six Sigma with Overall Organizational Strategy • Learn how to integrate Lean Six Sigma initiatives into your overarching strategic plan • Understand how to develop a strategic focus with end-outcome goals and process improvement initiatives in mind • Start strategically thinking in terms of Lean Six Sigma and how to achieve organizational objectives DENNIS KOCI Former SVP Operations Hilton Hotel ANGI JENNINGS Heath Management Engineer Adventist Health System 10:00 Networking Break & Exhibits 10:30 TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT TRACK B: MEASURES TO IMPROVE EMPLOYEE PERFORMANCE TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY Formulate, Align and Integrate Performance into Your Business Strategy • Align your budget to your strategy • Reconcile business planning and budgeting with the strategyoriented business • Observe how budgeting links to the customer, internal processes, and employees to deliver long-term economic viability Track the Effectiveness of Your Organization: Measuring What’s Important • Align performance incentives to individual and organizational strategy to drive performance • Identify key levers to motivate and improve employee productivity • Avoid common obstacles to implementing incentives by identifying non-value add incentives Build Key Infrastructure for a Successful Lean Six Sigma Deployment • Lay the foundation for a successful and effective Lean Six Sigma initiative • Examine the resources and requirements for deploying Lean Six Sigma and how to align those resources to your mission and end-outcome goals • Identify key tools used to accomplish organizational objectives through process improvement projects JEAN NITCHALS Former Senior Financial Analyst, Best Buy Manager, eCaptial Advisers KATHLEEN CHAVANU Director of Performance Improvement Children’s National Medical Center JOHN MURPHY Asst Vice President Operations Process Excellence CSX Transportation 10 The Performance Conference 2009
Slide 11: DAY ONE CONTINUED Tuesday, May 5, 2009 11:30 TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT TRACK B: MEASURES TO IMPROVE EMPLOYEE PERFORMANCE TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY Select the Right Measures to Enhance Corporate Performance • Identify the challenge of selecting the right set and number of measures for results • Develop metrics that allow employees to link their activities and outputs to overall corporate objectives and goals • Define the link between corporate goals and major operational perspectives Increase Performance through Talent Management and Succession Planning • Execute a strategic succession plan by assessing the current talent pool to keep talent • Effectively communicate with your workforce to create a seamless transition • Sustain knowledge within your business to improve overall organizational performance Select and Mobilize Leaders around Six Sigma Initiatives • Learn the key competencies that the leaders of the deployment must possess • Effectively mobilize leaders around new leadership competencies • Examine strategies for effectively developing the competencies GEOFF GRUSON Executive Director Police Sector Council 12:30 Networking Luncheon & Exhibit Hall 1:00 TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT JEFF SLATER Senior Productivity Leader Sonoco TRACK D: FOSTER AND PROMOTE A PERFORMANCE CULTURE TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS Leadership’s Role in Managing and Implementing Performance Measure through Balanced Scorecard Initiatives • Learn the role leadership plays in translating vision and mission into organizational strategy • Create a strategy-focused organization with BSC tools and techniques • Develop a strategy that centers on the values and core competencies of your organization Develop a Performance Management System to Manage and Track Performance • Prioritize key objectives that serve as the foundation for measures and initiatives • Manage and track performance management to increase productivity • Learn various frameworks that identify the big picture when managing performance programs Use Voice of the Customer Techniques to Gain a Competitive Advantage • Uncover methods to define and understand customers’ priorities and focus improvement efforts • Create higher levels of customer satisfaction by educating your business on Lean Six Sigma VOC principles and tools • Learn to effectively capture customer feedback to provide the best-in-class quality product or service DENNIS KOCI Former SVP Operations Hilton Hotel JOSH STALKER Strategy Management Sr. Mgr Lockheed Martin JEFF SLATER Senior Productivity Leader Sonoco www.ThePerformanceConference.com 11
Slide 12: DAY ONE CONTINUED Tuesday, May 5, 2009 2:00 TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT TRACK D: FOSTER AND PROMOTE A PERFORMANCE CULTURE TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS Build a Corporate Performance Management Framework • Align performance objectives with the corporate strategy leveraging existing IT systems and enterprise architecture infrastructure • Achieve higher levels of efficiency through effective reporting cycles and communication • Gain a greater understanding of current performance levels and devise a roadmap for the journey ahead Cascade Organizational Business Line Priorities through All Levels of the Organization • Ensure that each employee knows what is expected of them by communicating how their business unit goals and objectives relate to the overall strategy • Utilize team planning and change management principles to mitigate risk and enhance engagement • Establish “line of sight” performance reporting to instill accountability and transparency for progress Lean Tools: Understand Value Stream Mapping, 5S and Kaizen • Understand the key tools and techniques of value stream mapping • Learn the principles of 5S as an approach to standardizing and improving the quality of the physical condition of the shop floor and front office areas • Evaluate best practices and lessons learned in running Kaizen events ANGI JENNINGS Heath Management Engineer Adventist Health System GLEN GOODNIGHT Senior Vice President BAE Systems 2:45 Networking Break in Exhibit Hall “Great speakers, great presentation— I wish my colleagues had been here too!” TRACY MCGURRAN VP of Client Services, Insurance Technologies 12 The Performance Conference 2009
Slide 13: DAY ONE CONTINUED Tuesday, May 5, 2009 3:15 INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative methods to overcome challenges and capitalize on opportunities. INTERACTIVE SESSION A: INTERACTIVE SESSION B: INTERACTIVE SESSION C: Strategy Mapping: Bridging the Gap between Strategy and Execution • Understand the principles behind Strategy Mapping, its virtues and its vital importance • Identify key strategic goals and useful measures for accomplishing results while communicating between all business stakeholders to improve organizational output • Create an organization that aligns both vertically and horizontally Budget Performance: The Role of Key Business Drivers in the Budgeting Process • With the right tools, key business drivers such as market conditions, performance measurements, customer demographics and marketing activities can be tracked to help uncover budgeting trends and to recognize what to look for. • Define and test linkages of drivers to measure financial and business performance • Explore measurements and metrics for various business factors that can be incorporated into your forecasting • Understand business driver causeand-effect relationships Project Performance: Implement Effective Project Performance Strategies to Increase Bottom-Line Results • An organization’s success is dependent on the strength and focus of its projects. When companies lose valuable time and resources reworking projects, missing deadlines and shifting focus, organizational merit folds in on itself, turning possible triumphs into eventual failures. • Understand the value of learning best practices in project management • Define project success criteria to increase business value • Improve project performance and align strategic initiatives through innovations in project management methodologies LARRY HALBACH Executive Vice President The Balanced Scorecard Institute BOB PALADINO Former SVP, Crown Castle International Founder, Bob Paladino & Associates 4:30 Exhibit Hall Hours & Networking Cocktail Reception Discover the latest performance-based technology that is valued by high-performing organizations. Envision the endless possibilities for your company when you utilize these tools to satisfy all performance-related needs. Following directly after the exhibit hours, please join us for a complimentary networking reception as a way to get to know your colleagues and speakers. You will have the opportunity to exchange ideas with your fellow delegates and establish beneficial professional relationships. 5:30 Adjourn www.ThePerformanceConference.com 13
Slide 14: DAY TWO Wednesday, May 6, 2009 7:30 Continental Breakfast & Exhibits 8:00 Opening Remarks by Chairperson ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 8:10 KEYNOTE ADDRESS The Art of Change Management As uncertain times come upon organizations, leaders are faced with new, complex and daunting challenges. Leadership skills and organizational strategies require flexibility and change. In this session, you will learn invaluable tools and techniques to embrace transformation and to incorporate change management into your organizational strategy. Consider how clean conceptual contexts can help make strategic execution a core competency in your business. ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 9:30 KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization What does your organization want from its performance management system? What do your employees want from it? Continuous studies show that organizations typically want to use performance management to improve organizational results, stay focused on strategic priorities, shift focus when needed during times of rapid change and provide a culture that will attract and develop employees. The combination of smart people and smart processes elevates a company from a “thinking organization” to a “doing organization”. We all recognize that success depends on linking corporate goals with employee behavior, but the key lies in focusing on people to create a culture that inspires, enables and measures top performance. This keynote address will offer best practices and techniques to effectively utilize and implement a performance management system within your organization to communicate goals and motivate employees. SCOTT GRIFFITH Chief Executive Officer Zipcar 10:00 Networking Break in Exhibit Hall 14 The Performance Conference 2009
Slide 15: TRACK OVERVIEWS TRACK F: APPLY METRICS TO MANAGE PERFORMANCE Monitoring even a few key business metrics can create a more efficient managing system for your organization. Defining the overall goals and matching those goals with defined metrics will bring strategy substantially closer to execution. However, the fine line is found between the amount of metrics and if they clearly relate to goals. With the right amount of metrics, managing becomes straightforward. But, implement too many metrics and managing can become clumsy and complicated. Follow this track if you want to learn a more efficient way of implanting metrics and how they can be effective for your business. TRACK G: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE Business Intelligence (BI) focuses on the use of information to drive effective business actions. Capturing, organizing and communicating the key business requirements for your BI program requires an approach that aligns your company’s business strategy and objectives with the technical infrastructure to deliver the right management information to the right people at the right time. Learn how to use BI to execute strategy, optimize business processes and improve performance. TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth. TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS Business analytics is at the forefront of BI and focuses on the effective use of data and information to drive positive business actions. It is through analytics that business managers and analysts achieve the insights that lead to informed and innovative business decisions. Yet analytics is a complex field that involves many disciplines ranging from statistics to data visualization. Understand the concepts of business metrics and the use of dashboards, scorecards and data mining, and learn how companies are using analytics and data as a predictive indicator to improve profitability and reduce costs. TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that is the purposeful management of your customer experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth. www.ThePerformanceConference.com 15
Slide 16: DAY TWO CONTINUED Wednesday, May 6, 2009 CHOOSE TRACK F, G, H, I OR J: 10:30 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE Boost the Bottom Line: Use Metrics to Manage on Demand with Practical EPM Solutions • Translate conceptual strategic objectives into concrete actions that are meaningful and focus on the proper tasks, processes and projects that truly drive performance • Hear how to apply a model leveraging and complementing balanced scorecards as well as traditional financial management • Proactively manage, measure and monitor financial and/or operational performance and explain ‘why’ when performance does not meet expectations or targets TRACK G: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT Design Integrated Business Metrics to Maximize Performance • Determine the right metrics to measure and ways to keep them current in a continuously changing business environment • Learn techniques to ensure cohesion, assure consistency and avoid conflict among metrics • Learn where to start and how much will it cost Develop Key Customer Feedback Measures and Metrics • Use Voice of the Customer research to better understand customer loyalty • Review a case study of how one company transformed from a poor performer to best-in-class in customer satisfaction and loyalty • Understand the relationship between feedback, metrics, analysis and improved business performance BRUCE R. WHITELY Chief Information Officer JJ Taylor Companies, Inc STEWART COLLINS Global Director of GuestPath Delaware North Companies JEAN NITCHALS Former Senior Financial Analyst, Best Buy Manager, eCaptial Advisers 11:30 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE Balanced Scorecard Design: Choose the Key Performance Indicators • Understand how KPIs impact your organization’s bottom line • Develop a high-level snapshot of your organization based on effective KPIs • Generate your KPIs into organizational results and effectively communicate them across the organization TRACK G: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT Use Performance Modeling and Dashboards to Link Strategy to Operations • Evaluate your company’s organizational and technical readiness to undertake a successful performance dashboard project • Create effective KPIs that change organizational behavior and improve performance • Integrate existing performance dashboards and metrics using a topdown or bottom-up approach Case Study: How Hewlett-Packard Innovates using Marketing and Sales Strategies to Improve the Customer Experience • Understand the strategic investments necessary between marketing and sales as it relates to customer segments • Discuss how to develop your intention and strategic direction to achieve • Examine ways to invest, and make tradeoffs, between these two functions that drive and manage the customer experience BOB PALADINO Former SVP, Crown Castle International Founder, Bob Paladino & Associates LEN VITTO Business Intelligence Manager Chico’s FAS Inc TARA AGEN Chief of Staff, Business Strategy and Planning Hewlett-Packard LaserJet and Enterprise Solutions 16 The Performance Conference 2009
Slide 17: DAY TWO CONTINUED Wednesday, May 6, 2009 12:30 Networking Luncheon & Exhibit Hall 1:00 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Link Innovation to Performance Measures to Drive Sustainable Growth • Leverage organizational resources to innovate in a competitive environment • Integrate innovation performance measures to discover growth opportunities • Track and measure data to effectively demonstrate ROI of innovation BI Performance Dashboards: Measure, Monitor and Manage Your Business Performance • Evaluate your company’s organizational and technical readiness to undertake a successful performance dashboard project • Create effective KPIs that change organizational behavior and improve performance • Integrate existing performance dashboards and metrics using a topdown or bottom-up approach Drive the Customer Experience to Build Customer and Employee Loyalty • Segment experiences by customer types and customer values • Prioritize touch-point experiences and avoid technology traps • Understand how your front-line staff impacts your bottom line ADAM KRANITZ Global Search Marketing Strategist Avid Technology, Inc. JEFF GILL Senior Director of Network Surveillance Comcast 2:15 TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE Identify Key Business Drivers to Improve Organizational Performance • Recognize the drivers that will uncover trends and align priorities with business direction. • Understand business drivers and gain a real-time view into key metrics that drive performance • Identify, measure and track key business drivers to manage performance Gather and Interpret Data to Understand Predictive Analytics to Drive Strategy • Understand the basic principles and terminology for predictive analytics • Learn how to define business objectives for a predictive analytics model • Use data as a predictive indicator to leverage your strategic objectives and improve profitability, reduce costs and market more effectively Move from a Corporate-Focused to Customer-Focused Organization • Make loyalty the core strategy • Develop a brand culture around the customer • Create a customer-focused strategy embraced at the top and on the line JONATHAN GREENBERG Business Intelligence Manager, IT BMW of North America, LLC LAURA DESOTO SVP Strategic Initiatives Experian SANDY ANDERSON Vice President Experian 2:45 Networking Break in Exhibit Hall www.ThePerformanceConference.com 17
Slide 18: DAY TWO CONTINUED Wednesday, May 6, 2009 3:15 INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative methods to overcome challenges and capitalize on opportunities. INTERACTIVE SESSION D: INTERACTIVE SESSION E: INTERACTIVE SESSION F: Understand and Implement Effective Assess Your BI Maturity: Take BI to Risk Management Strategies the Next Level Stay competitive. Organizations must enhance their risk measurement and management programs with proven strategies and successful methods. Effective performance measures and accurate risk data are essential for professional to make informed decisions during examinations and implementation of new products, processes and procedures. • Discuss comprehensive performance management framework for mitigating organizational risks • Examine how risk can impact your institution and affect your bottom line • Make informed decisions to lessen internal and external risk factors Today, the role of BI has shifted and is an integral part of any business and it is no secret that organizations look to BI to increase bottom-line results. In this session, learn to assess your BI program and identify growth opportunities to take your program to the next level. • Understand the value of a maturity model for selling BI projects • Identify the five stages of data warehousing and analytical maturity • Provide stakeholders insight from consistent, unified data delivery and analytical architecture Build a Customer-Centric Culture of Performance in Your Organization Managing your customer experience is critical in today’s consumer-driven environment. One of the first steps in creating successful customer experiences is to understand and assess current customer touch points and data. Learn to build a customer-focused culture to enhance organizational performance. • Generate buy-in from the executive suite down to the shop floor • Communicate the need for a memorable customer experience with your employees • Maintain focus and engagement through the customer experience process ROBERT BROZEY Former COO/CFO New Millennial Homes 4:00 GREG MCMILLAN Director Business Intelligence & Data Warehousing Gevity HR, Inc. NEDRA SADORF Chief Operating Officer Hunter Business Group CHAIRPERSON’S CLOSING REMARK Developing and Capitalizing on a Performance Management System This closing session will deliver the final words on performance management. Throughout the conference, many topics have been discussed. Theories have been formulated to support performance management. Measures and metrics have been mapped for enhanced management flexibility along with many other performance topics. This session will show in detail what these performance strategies did for organizations to prove that the effort to implement a performance management system is truly worth the capital and dedication from employees. ROY BARNES Former SVP of Strategic Management and Customer Development Marriot Vacation Club International President, Blue Space Consulting 4:15 Conference Adjourns 18 The Performance Conference 2009
Slide 19: POST-CONFERENCE WORKSHOPS Thursday, May 7, 2009 Post-Conference Workshops are practical, supplementary application sessions which incorporate and review tools, techniques and methods presented during the event. Participants will obtain a further understanding of how to use newly acquired tools and cutting-edge strategies to improve performance. Through group exercises and scenario-based learning, you’ll walk away with the expertise and resources needed for immediate and practical application. Enrollment space is limited, so register today to reserve your place. 8:00 Continental Breakfast & Post-Conference Workshop Registration 9:00 WORKSHOP A WORKSHOP B WORKSHOP E Lead and Organize Business Intelligence Teams: Improving Individual and Team Performance Business Intelligence projects struggle with a variety of issues that chronically inhibit success. Some of these issues are technical—many are not. At the core of these issues are cultural and people challenges. Is your team struggling with change, unclear roles and responsibilities or an unpredictable culture? Has your organization learned how to focus on results, create a productive environment, and partner with your business customers? Regardless of your position, this workshop will provide you with practical tips and techniques for leading your team through these issues. • Develop a framework for analyzing individual and team performance • Identify ways to improve crossfunctional collaboration • Support improved business performance with cohesive Business Intelligence teams Designing a Customer Experience for Increased Profitability and Market Share Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth. Implement Proven Strategies to Ensure a Successful Six Sigma Deployment A successful Six Sigma initiative is based on a successful Six Sigma deployment. The proven model for deploying a successful process improvement initiative is to build an effective infrastructure, obtain executive commitment and involvement, and have your best leaders working on projects fulltime. Discuss the best practices for managing and driving a Lean Six Sigma deployment, the pitfalls to avoid and how to achieve organizational excellence through Lean Six Sigma. This workshop will also define and examine: • • • • • Lean Six Sigma Infrastructure Change Management Personnel Project Management Seven Areas of Waste JONATHAN GREENBERG Business Intelligence Manager, IT BMW of North America, LLC 12:00 Workshops Adjourn • Measure the level of satisfaction with your current customer experience • Improve customer loyalty to create a CHARIS GROSSMAN sustainable customer advantage Six Sigma Black Belt • Understand and assess current Senior Fellow, The Performance Institute customer touch points and data • Determine the ROI of customer engagements to build a business case that ensures executive and employee buy-in • Learn how the design, creation and execution of customer experiences can drive customer satisfaction, loyalty and top-line revenue and profits www.ThePerformanceConference.com 19
Slide 20: SPEAKER SPOTLIGHT You can drive a Zipcar forward, backward, left or right, but Scott Griffith – Chairman and Chief Executive Officer of Zipcar – knows how to take Zipcar straight up. Since Scott took the wheel in February of 2003, Zipcar has emerged as the world’s largest carsharing service. In the fall of 2007, Scott led Zipcar’s merger with Flexcar, managing the integration of the companies’ fleet, technology and membership base under the Zipcar brand and service. sharing as a new transportation category, changing urban life by providing instant, affordable mobility in London, England and 28 North American states and provinces. For his accomplishments at Zipcar, BusinessWeek named Scott one of its “Best Leaders of 2006,” and he was the recipient of Babson College’s ELiTE Award for entrepreneurship. As a leading authority on the benefits of car sharing and transportation issues, Scott has been interviewed by the world’s top news outlets, including The Wall Street Journal, Newsweek, New York Times, CNN, CNBC, USA Today, Associated Press, CBS-TV, FOX-TV, ABC World News Tonight and Time Magazine. Prior to Zipcar, Scott held senior level positions at The Boeing Company, Information America, an Atlanta-based provider of online public record information, and The Parthenon Group, a boutique business strategy and investment firm. Scott earned his BS in engineering from Carnegie Mellon University and his MBA from the University of Chicago. SCOTT GRIFFITH CEO and Chairman, Zipcar Scott has solidified Zipcar’s position as the leader of the car-sharing industry, establishing a brand and customer experience that has attracted hundreds of thousands of savvy urban residents and businesses on the go. By forging partnerships with some of the world’s top brands and largest automakers, and developing relationships with transit agencies, universities and influential city and state governments, Scott has fostered the emergence of car ROY A. BARNES Former SVP, Customer Service and Development, Marriot Vacation Club International President, Blue Space Consulting Mr. Barnes is currently head of Blue Space Consulting, an Orlando-based consulting firm specializing in strategic planning, customer experience design and change management. Formerly Senior Vice-President for Customer Experience and Development with Marriott Vacation Club, Roy was responsible for both global strategic management and customer vacation experience strategy for Marriott Vacation Club International (MVCI), the leisure/vacation ownership division of Marriott International. A twenty year veteran of the hospitality business, he has successfully led efforts both within Marriott International and MVCI to improve operations, process management and performance accountability at all organizational levels. Co-leading efforts at Marriott International on Sales 2000, a top to bottom restructuring of the Sales and Marketing effort as well as leading the process re-engineering work with MVCI’s Customer Relationship Management effort, Mr. Barnes is well acquainted with all aspects of the organizational challenges of customer focused business transformation. Mr. Barnes graduated from Grinnell College and is a frequent guest lecturer (Cornell University, University of Maryland, Fordham, University of Central Florida). Mr. Barnes is currently a member of the editorial board of 1to1 Magazine. 20 The Performance Conference 2009
Slide 21: THE PERFORMANCE CONFERENCE Showcasing the Latest Management Innovations EXPO 2009 Don’t Miss The Performance Conference Expo 2009 NETWORK with industry leaders and your peers - Step away from the classroom and meet fellow executives from across the nation. Witness first hand the benefits they’ve received from implementing the solutions provided at the Expo. RECEIVE the latest product and solution offerings - Be a part of the most up-to-date demonstrations and learn from key solution providers available at the Expo MEET with leading industry solutions providers - Reserve a time to meet one-on-one with Performance Conference 2009 sponsors to receive demos and learn how their solutions can help your organization plan, budget, measure, and manage more effectively and efficiently DEMONSTRATE results to your key stakeholders - Show results to shareholders with the most recent measurement capabilities and performance management solutions hand-picked by the American Strategic Management Institute Bring RESULTS Back to Your Company Moving from paperwork to an institutionalized method of performance-based management requires executives to have access to the most cutting-edge performance planning and budgeting solutions available in today’s market. At the request of conference attendees seeking leading solutions providers for their growing management challenges, The American Strategic Management Institute has teamed with leaders in the performance management industry to bring you The Performance Expo 2009. Curious about What Performance-Based Methodologies and Solutions Your Competition is Using? Network with your peers at The Performance Conference Expo 2009 and learn directly from top corporate leaders what performance management solutions they consider “best-in-class.” The Performance Expo 2009 will showcase the latest solutions available for your business. Be the first to know. Expect to Meet Product and Solutions Providers Ready to Exceed Management Challenges Within the theme “Measures, Metrics and Management Systems to Improve Organizational Performance and Profitability,” the Performance Conference 2009 will attract a focused group of solution providers in: • • • • • • Performance Management Financial Performance and Reporting Business Intelligence and Analytics Process Improvement Budgeting and Forecasting Performance Employee Performance and Talent Management EXPO HALL HOURS: May 5, 2009: 7:00am – 6:00pm May 6, 2009: 7:00am – 6:00pm Sponsor Coalition BECOME A SPONSOR! To learn more about becoming a sponsor contact Jessica Ward at Ward@PerformanceWeb.org or 703-894-0920. www.ThePerformanceConference.com 21
Slide 22: In-House Training One of the more popular vehicles for accessing the Institute’s educational offerings is the delivery of on-site trainings and management facilitations. Bringing a training or facilitation in-house gives you the opportunity to customize a program that addresses your exact challenges and provides a more personal learning experience, while virtually eliminating travel expenses. Whether you require training for a small group or for an organizationwide initiative, the advanced learning methods employed by the American Strategic Management Institute will create an intimate training atmosphere that maximizes knowledge transfer to enhance the talent within your organization. LOGISTICS & REGISTRATION Venue and Hotel: The Performance Conference 2009 will be held at the Hyatt Regency Orlando International Airport, where a limited number of rooms have been reserved at the discounted rate of $179 until April 3, 2009. Please contact the hotel at the number provided below to make reservations and be sure to use the group code STRT to receive the American Strategic Management Institute (ASMI) discounted conference rate. Hyatt Regency Orlando International Airport 9300 Airport Blvd Orlando, FL 32827 800-233-1234 www.orlandoairport.hyatt.com Hotel and Travel costs are not included in conference tuition. CUSTOMIZATION We realize that not all obstacles can be overcome by applying an “off-the-shelf solution.” While many training providers will offer you some variation of their standard training, the American Strategic Management Institute’s subject matter experts will work with you and your team to examine your programs and determine your exact areas of need. The identification of real life examples will create a learning atmosphere that resonates with participants while at the same time providing immediate return on your training investment. Using interactive exercises that employ actual projects or scenarios from your organization, instructors can address specific challenges and align the curriculum of each session to your objectives. While the majority of on-site trainings are focused on smaller groups, the American Strategic Management Institute also has the ability to accommodate organization-wide training initiatives. Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of up to 300 participants per day. AREAS OF EXPERTISE On-site delivery of single courses, certification programs and entire packages of specialized courses are available in the following areas: • • • • • • • • • • • • Strategic Planning Performance Measurement Project Management Lean Six Sigma Workforce Management Budgeting and Forecasting Performance-Based Contracting Performance Reporting Program Evaluation Administrative Management Change Management Balanced Scorecard WaltDisney World Conference Attendee Tickets While in Orlando, attendees of The Performance Conference 2009 and their guests have access to special rates and tickets from Walt Disney World parks. Visit www.DisneyConventionEar.com/PI for special ticket rates and offers. Save When You Fly Jet Blue Attendees of The Performance Conference can receive a 5% discount on airfare when you book your flight to Orlando on Jet Blue. For more information about in-house training options available to you, please contact Mark Bryan at 703-894-0481 x 225or email him at Bryan@PerformanceWeb.org. Book your flight by visiting: www.jetblue.com/promo and use the code Perform09 when booking. 22 The Performance Conference 2009
Slide 23: LOGISTICS & REGISTRATION Tuition: The tuition rates for attending The Performance Conference 2009 are: Early Bird Rate* Conference Only Pre-Conference Seminar Post-Conference Workshop $1699 ----Regular Tuition $1799 $499 $299 Registration Form for The Performance Conference 2009 To Register: CALL 703-894-0920; FAX this Form to: 703-894-0482 or VISIT www.ThePerformanceConference.com Yes! Register me for The Performance Conference 2009 Yes! Register me for the Conference plus a Seminar Yes! Register me for the Conference plus a Workshop Yes! Register me for the Conference plus a Seminar and Workshop Please call me. I am interested in a special Group Discount for my team Name * For the Early Bird Rate, Register by Monday, January 26, 2009 and use discount code EBDC. Group Discounts: For more information on group discounts for The Performance Conference 2009, please contact Paul Rogers at 858-866-9386 or email him at PRogers@ManagementWeb.org. CPE Credits: DELIVERY METHOD: Group-live PROGRAM LEVEL: Beginner PREREQUISITES: None ADVANCED PREPARATION: None CPE CREDITS: 14 for conference, 6 for pre-conference seminars, 3 for post-conference workshops The American Strategic Management Institute (ASMI) is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org. Title Organization Dept. Address Cancellation Policy For live events: ASMI will provide a full refund less $399 administration fee for cancellations four weeks before the event. If cancellation occurs within two weeks prior to conference start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the event will be charged the entire registration fee. All the cancellation requests need to be made online. Your confirmation email contains links to modify or cancel registrations. Please note that the cancellation is not final until you receive a written confirmation. Payment must be secured prior to the conference. If payment is not received by the conference start date, a method of payment must be presented at the time of registration in order to guarantee your participation at the event. City State Zip Telephone Fax Email Quality Assurance ASMI strives to provide you with the most productive and effective educational experience possible. If after completing the course you feel there is some way we can improve, please write your comments on the evaluation form provided upon your arrival. Should you feel dissatisfied with your learning experience and wish to request a credit or refund, please submit it in writing no later than 10 business days after the end of the training to: ASMI: Quality Assurance, 1515 N. Courthouse Road, Suite 600, Arlington, VA 22201 Note: As speakers are confirmed six months before the event, some speaker changes or topic changes may occur in the program. ASMI is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. If for any reason ASMI decides to cancel this conference, ASMI accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests. Method of Payment: Check Credit Card Purchase Order/Training Form Card Number Exp. Date 3 Digit Card verification # Billing Zip Discounts • All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to receive any discount. • Any discounts offered whether by ASMI (including team discounts) must also require payment at the time of registration. • All discount offers cannot be combined with any other offer. • Discounts cannot be applied retroactively Name on Card Please make checks payable to: The Performance Institute Priority Code: B700-WEB www.ThePerformanceConference.com 23
Slide 24: www.ThePerformanceConference.com