Strategic Performance and Change Management, IQPC Exchange

1. and proudly present ... NEW!
Additional Track and Change
Management Focused Topics
Just on Board!
Strategic Partner:
Transform your Organization -
from Vision to a High Performance Culture BENCHMARK YOUR
NOVEMBER 13-15, 2012 | NEW ORLEANS, LA SYSTEMS AGAINST THESE
LEADING ORGANIZATIONS
KEY TOPICS COVERVED :
& INDUSTRY EXPERTS
Create your own personalized conference agenda by selecting among our featured
plenary and break out session topics: Michael E. Raynor
Innovation Portfolio Leader,
– Creating a strategic line of sight – Strategy mapping Strategy, Brand & Innovation,
– Methods to sustain change – Meaningful performance DELOITTE SERVICES, LP
– Combining Change & Performance measures of results
Ed Martinez, CMA, MBA, VP- Shared
methods and tools – Leading your employees
Services, THE WENDY’S COMPANY
through Change
– Management & employee buy-in
– Increased ROI using performance Dorothy E. Swanson
– Strengthening your strategic scorecards & dashboards Chief Financial Officer for Johnson
focus & performance Space Center, NASA
– Influencing customer-facing &
– Building the desire for Change customer-contributing processes Elaine Furlow
– Building & enhancing your – Exploring performance Director Strategy & Planning, AARP
balance scorecard analytics processes
Elle Ringham
– Establishing a strategy – Creating the perfect action plan Group Vice President
deployment process
– Accelerating Change SUNTRUST BANK
Douglas C. Bean
DON’T MISS OUR KEYNOTE SESSIONS: Chief Operating Officer, ERIC
November 14th: The Innovator’s Manifesto MOWER AND ASSOCIATES
November 15th: Stage One Metrics and Analytics: Lesley Bachleitner Hazleton
Integrated Performance Framework Chief Financial Offi cer
FREEFLIGHT SYSTEMS
“This experience has given us a new confidence in the practice Susan Hill, Director, Strategic
of aligning mission, vision, values, and strategy to move an Planning and Analysis Group, Center
for Strategic Planning, CENTERS
organization forward.” FOR MEDICARE AND MEDICAID
– University of Minnesota. SERVICES (CMS)
Frank Mruk SMP
ENHANCE YOUR LEARNING BY ATTENDING OUR FStratPS, Assoc. Dean, Business
PRE-CONFERENCE WORKSHOPS and Strategic Planning, NEW YORK
INSTITUTE OF TECHNOLOGY
A 21st Century Balanced Scorecard Systems Michelle Brown
Vice President of Corporate
Performance Improvement
B Change Management in an Exponential World UNIVERSAL AMERICAN
Developing and Using Leading Indicators Jerry Stigall
C and Outcome Measures Director, Organization Development,
Strategy, & Policy, DOUGLAS
COUNTY GOVERNMENT
The Neurobiology of Change:
D Working with the Brain, Instead of Against It Monica R. Allen
Performance & Evaluation
Manager, Office of Management and
Sponsored by: Media Partners: Budget, MECKLENBURG COUNTY
MANAGER’S OFFICE
www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

2. NETWORK WITH VP’S,
LEAD, DIRECTORS,
SPECIALISTS
AND MANAGERS
RESPONSIBLE FOR:
• Performance
• Strategic Planning
• Business Planning
Dear Colleague, • Corporate Performance
IQPC and Balanced Scorecard Institute are proud to present the Strategic Performance & Change
• Strategy Execution
Management conference to help enhance executive strategy and enable change within your • Change Capability
organization. Join us as we analyze proven performance and change management strategies that • Talent Management
cultivate a productive and motivated workforce and facilitate an improved operational system while • Change Management
increasing your bottom line.
• Change Strategy
The distinguished speaker faculty will be presenting their own case studies focusing on • Project Management
performance and change management while providing you with advice on how to overcome your • Program Management
biggest challenges and improve your systems. Don’t have a system in place? Improving your • Change & Innovation
current system? Changing systems? Then this is the place for you! • Change Integration
• Communication
The program has been designed to provide you with several beneficial learning opportunities from
leading performance and change management experts through workshops, keynotes, case studies • Organizational
and panel discussion presentations. It provides a means to improve organizational performance by Effectiveness
linking and aligning individual, team and organizational objectives and results. • Human Resource
Operations
Strategic Performance & Change Management is the ideal platform for you to learn about: • Financial Planning &
Analysis
• Improving strategic focus and performance • Business Analysis &
• Increasing productivity and financial performance Planning
• Communicating and sustaining changes
• Accelerating the organization’s ability to absorb change • Market Research
• Aligning employee work to the strategy of the organization • Forecasting
• Improving your business operations • Operations
• Establishing effective strategic and operational performance metrics
• Implementing successful balanced scorecard methodologies
• Monitoring organizational performance against strategic goals “Comprehensive,
connecting and
Join industry leaders in New Orleans as they identify the factors that will assist you in designing, complementing to what we
implementing and reviewing your performance and change management systems.
are doing in our organization
ST SEE both in long term and short
d the MU
We look forward to seeing you in New Orleans!
P.S. Atten kshops
rence wor term strategic planning
pre-confe challenge
s
to address
designed ct ionable and strategy in action.”
up with a
and come
Claudia Rubino Howard Rohm s!
solution IFFCO GROUP
.
See page 3
Program Director Co-founder, President and CEO
IQPC The Balanced Scorecard Institute
ABOUT THE BALANCED SCORECARD INSTITUTE
The Balanced Scorecard Institute, a Strategy Management Group company, provides training,
certification and consulting services to commercial, government, and non-profit organizations
in applying best practices in balanced scorecard, strategic performance management and Visit the Resource Center
measurement, and transformation and change management. for interviews, articles, and
Products and services include public and on-site courses, facilitation and consulting services, and information and tools research papers from BSI
used by executives, managers and analysts to transform their organizations into “performance excellence” organizations. and others including:
The Institute also provides, through the balancedscorecard.org website, a resource to obtain information, ideas and Using the Balanced Scorecard
best practices based on lessons learned from extensive experience in building strategic management and performance
measurement systems using the award-winning Nine Steps to SuccessTM balanced scorecard methodology. to Align Your Organization
www.balancedscorecard.org
Strategy Based Balanced Scorecards
SPONSORSHIP AND EXHIBITION OPPORTUNITIES for Technology Companies
Sponsorships and exhibits are excellent opportunities for your company to showcase its products
Themes of Confusion
and services to high-level, targeted decision makers attending the Strategic Performance & Change
Management conference. IQPC helps companies like yours achieve important sales, marketing and Build Innovation into Your Strategy
branding objectives by setting aside a limited number of event sponsorships and exhibit spaces – all of
which are tailored to assist your organization in creating a platform to maximize its exposure at the event. Evidence of a Mature Scorecard:
For more information on sponsoring or exhibiting at this or upcoming events, please contact Simon The Power of Alignment
Copcutt at 1 (212) 885-2771 or Simon.Copcutt@iqpc.com.
2 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

3. PRE-CONFERENCE WORKSHOPS
Tuesday, November 13th, 2012
A
7:15am Registration | 8:00am – 10:00am
21st Century Balanced Scorecard Systems
Historically, balanced scorecard systems have been defined How you will Benefit:
by the performance measures that make up the final • Build your scorecard system starting with the strategic
scorecard. Today, these systems are much more robust and are elements you already have
used to align an organization around the strategies that define the • Turn your measurement-focused, balanced scorecard into a
organization’s vision and mission. This workshop will teach you how to strategic performance management scorecard
build your system from the strategic components that already exist in • Learn the critical elements that define a successful scorecard system
your organization. Learn how a “21st century” scorecard system can • Learn how to align an organization – people, strategy and
help improve organization performance, alignment and both individual vision – using a scorecard system
and corporate accountability. This is a “how-to” workshop, developed
Your Workshop Leader:
and presented by the people who transformed scorecarding from
Howard Rohm
simple performance measurement to integrated strategic planning
Co-Founder, The Balanced Scorecard Institute
and management -- the Balanced Scorecard Institute.
Creator, Nine Steps to Success™ Balanced Scorecard Framework
B
10:00am Registration | 10:15am – 12:15pm (Lunch to be served during this session)
Change Management in an Exponential World
Today’s digital revolution is completely redefining the How you will Benefit:
fundamental principles and practices of management. A • Discover the new skills-set for successfully managing change
19th century linear management model is no longer sustainable in a more complex, hyper-connected world
in a 21st century exponential world. Recently the scientific world • Understand the five fundamental disciplines that drive
was astonished when, in only ten days, a disparate group of extraordinary performance
online student gamers used their collective intelligence to solve • Learn how you can quickly collate your organization’s
a molecular puzzle that had baffled professorial experts for over collective intelligence to define the right strategy and build
a decade. When organizations have the processes to collate their employee buy-in.
collective wisdom, they quickly learn that nobody is smarter or faster • Leave with a tool that will enable you to use the full diversity of
than everybody. They also learn that leveraging collective intelligence knowledge within your organization to stay ahead of the pace
is the key to managing change and achieving extraordinary of change
performance. In this highly interactive session, you and your fellow
Your Workshop Leader:
participants will aggregate your own collective knowledge to quickly
Rod Collins
solve a difficult problem. And you will discover how you can turn this
Owner
rich asset into a competitive advantage by creating a smarter, faster
Wiki-Management, LLC
organization that easily moves at the pace of accelerating change.
C
12:15pm Registration | 12:30pm – 2:30pm
Identifying the Right Measures to Drive Performance
Whether you’re building a balanced scorecard for your • Understanding the difference among input, process (lead
organization’s strategic management or a leaner KPI (key measures), output, intermediate outcome and end outcome
performance indicator) scorecard, developing the right number measures (lag measures)
and combination of performance measures is not only essential, it • Develop strategic outcome and output –focused performance
is often the most challenging part of any scorecard work. Using measures
Stacey Barr’s performance measure design model and the Logic • Target and threshold setting
Model, you will learn how to focus your energy and effort to
Your Workshop Leader:
“Measure what matters,” as Stacey Barr often says, without over
Jerry Stigall
burdening scorecards with too many measures that “don’t matter.”
Director, Organization Development, Strategy, & Policy
How you will Benefit: Douglas County Government
• Effectively translating organization, departmental and
employee strategy into measurable results
D
2:30pm Registration | 2:45pm – 4:45pm
The Neurobiology of Change: Working with the Brain, Instead of Against It
Neuroscience has made great strides in the past two How you will Benefit:
decades, providing a number of useful insights for leaders • Learn how resistance to change is “hard wired” into our brains
looking to drive change among employees, customers and other • Understand what Neuroscience tells us about what enables
stakeholders. The structure and function of the brain has a great change
deal to do with what people are able/not able to do – individually • Discover how to create an organizational learning environment
and collectively. This workshop will take a practical approach to that fosters adaptability, resilience, and better collaboration
some of the key barriers and enablers, with some refreshing stories • Develop three practical steps you can use tomorrow
about how they were discovered. Your experience will conclude
Your Workshop Leader:
with a review of Do’s and Don’ts, and an opportunity to ask specific
Marsha Shenk
questions and applications to participants’ enterprises.
Founder
The BestWork® People
3 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

4. MAIN CONFERENCE DAY 1
Wednesday, November 14, 2012
7:45 Registration & Coffee
8:45 Welcoming Remarks
Michelle Thomas
Deputy Mayor of Operations,
City of New Orleans
8:50 Opening Remarks from the Chairperson
9:00 KEYNOTE: THE INNOVATOR’S MANIFESTO
Is there such a thing as a “science” of innovation? You wouldn’t know it by listening to how most people talk about it: an irreducibly creative
act, in which the embrace and even the encouragement of failure is a precondition of success. Worse, the term has been debased through
overuse, so much that any change, however trivial, tries to bask in the halo of what once was a key driver of long-term competitive success. It’s
time to fix that. Dr. Michael E. Raynor’s ground-breaking research demonstrates that it is possible to improve our predictive accuracy when it
comes to identifying and commercializing innovations. Drawing on the results reported in his 2011 book The Innovator’s Manifesto, Raynor will
describe the characteristics of innovations that are systematically more successful and explain how you can use this knowledge to turn your
innovation efforts from an art, to a science.
Michael E. Raynor
Innovation Portfolio Leader, Strategy, Brand & Innovation
Deloitte Services, LP
10:00 CREATE A STRATEGIC LINE OF SIGHT: LINKING ORGANIZATION MISSION AND VISION TO INDIVIDUAL PERFORMANCE
In today’s increasingly complex organizational structures, escalating numbers of executives and senior managers are encountering the same
issues. Once strategies, plans and objectives are conceptualized and created at the top, they need to be translated into the language of depart-
ments and individual performance. Challenging issues arise as the strategies, plans and objectives make their way down each successive level
within the organization – in many cases, in an increasingly unclear fashion. This session will focus on building a management system that com-
municates with clarity throughout the organization, assuring that original strategy, plans and objectives are clearly understood. Topics include:
• Integrating strategic planning and strategic management into a seamless, holistic system
• Empowering every employee to understand and contribute towards the vision, mission and strategies of their organization
• Providing concise, timely information that helps management see and understand what needs to be done and where to focus
• Best practices in establishing a strategic line of sight, building individual and organizational accountability and employee buy-in
Howard Rohm
Co-Founder, President and CEO
The Balanced Scorecard Institute
10:45 Morning Networking & Refreshment Break
11:30 EFFECTIVELY COMBINING CHANGE AND PERFORMANCE MANAGEMENT METHODS & TOOLS
Change management is a necessary component for any organizational performance improvement process to succeed. There are clear ben-
efits to utilizing aspects of performance management within a change management program and vice versa. Supporting programs such as
Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring and continuous process
improvement can also be incorporated to achieve a higher level of success. This session will focus on:
• Key benefits of combining change and performance management methods and tools
• Discussing proven areas of success
• Determining the “when, where and how”
• Tools to help strategic planning and management professionals achieve results
Elle Ringham
Group Vice President
SunTrust Bank
12:15 Networking Luncheon
TRACK SESSION BEGINS
TRACK A TRACK B
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:15 CASE STUDY: STRENGTHENING YOUR STRATEGIC FOCUS & CASE STUDY: HOLISTIC CHANGE MANAGEMENT:
PERFORMANCE ENABLING A COMPANY TO EFFECTIVELY CHANGE
• Transforming the Dashboard into a more strategic • Review the overall process: define, engage, deploy, ensure
tool • Define: Create the logic
• Driving performance to best increase strategic • Engage: Capture the hearts and minds
success • Deploy: Take to the masses
• Determining the right objectives to help achieve • Ensure: Secure the improvements
your goals • Combining the concepts of Balanced Scorecard, Project
• Communication and tools to sharpen strategic focus Management and traditional Change Management
• The strategic intent role of the Enterprise • Creating better opportunities for sustaining successful
Strategy Group efforts for improvement
Elaine Furlow Douglas C. Bean
Director Strategy & Planning Chief Operating Officer
AARP Eric Mower and Associates
4 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

5. MAIN CONFERENCE DAY 1 (continued)
Wednesday, November 14, 2012
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
2:00 CASE STUDY: STRATEGY DYNAMICS AND RAPID PACE CASE STUDY: LEADING YOUR EMPLOYEES THROUGH CHANGE
INNOVATION • Addressing employee fears and concerns
A Dynamic Model of the strategy process takes into • Ensuring good communication from the top down
consideration that strategic planning is dynamic, partially • When should you delegate? Control the information you
planned and partially unplanned. Design Thinking refers to the give by using managers who know their staff and know how
methods and processes of creating innovative solutions for ill- best to communicate
defined problems. This session will explore the intersection of • Enabling and encouraging employee feedback and questions
Strategy Dynamics and Rapid Pace Innovation: • Do you have the right coaching skills?
• The evolution of strategy models and design thinking • Keeping a balance between individual needs and the overall
• Overcoming time compression diseconomies needs of the organization.
• Causal ambiguity and capabilities Dorothy E. Swanson
• The systemic meta view Chief Financial Officer for Johnson Space Center
Frank Mruk NASA
Associate Dean
New York Institute of Technology
2:45 Afternoon Networking & Refreshment Break
3:45 CASE STUDY: BUILDING AND ENHANCING YOUR BALANCED METHODS TO SUSTAIN THE CHANGE: MEASUREMENT SYSTEMS,
SCORECARD REWARDS AND REINFORCEMENT
• Starting with the elements you have • Once change has been implemented and initially embraced,
• Understanding the critical elements of a best practice how do you sustain that feeling?
scorecard system • What are the key measurements to focus on?
• Developing meaningful strategic and operational • How do you ensure your rewards and reinforcement system
performance measures are motivating your employees?
• Prioritizing and managing strategic initiatives • How much communication with employees is required for
• Overcoming implementation and sustainability adequate feedback?
challenges
Lee Lopez,
Director, Strategic Performance and Management
Defense Finance and Accounting Service (DFAS)
4:30 PANEL DISCUSSION: MANAGEMENT & EMPLOYEE BUY-IN: THE BASES FOR PROJECT SUCCESS AND EFFECTIVE MANAGEMENT
• Step by step approach to ensuring management and employee buy-in
• Building stakeholder engagement in an environment that is resistant to change
• Fostering a culture of continuous improvement from the top down and ensuring leadership buy-in
• Ensuring clear communication
• Addressing the major pitfalls and challenges
Moderator:
Alan Fell
International Senior Associate
The Balanced Scorecard Institute
Panelists:
Michelle Brown
Vice President of Corporate Performance Improvement
Universal American
Dorothy E. Swanson
Chief Financial Officer for Johnson Space Center
NASA
Douglas C. Bean
Chief Operating Officer
Eric Mower and Associates
Susan Hill
Director, Strategic Planning and Analysis Group
Center for Strategic Planning, “It was a wonderful experience
Centers for Medicare & Medicaid Services (CMS)
sharing ideas with other practitioners
5:15 Close of Main Summit Day One
of the BSC from other corporate
5:45 Cocktail Reception
organizations.”
- Uganda Revenue Authority
5 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

6. MAIN CONFERENCE DAY 2
Thursday, November 15, 2012
7:35 Registration & Coffee
8:35 Welcoming Remarks from the Chairperson
8:45 KEYNOTE: STAGE ONE METRICS AND ANALYTICS: INTEGRATED PERFORMANCE FRAMEWORK BENCHMARKING FOR THE SUCCESS OF YOUR
SERVICE DELIVERY MODEL
As finance and accounting professionals, we use metrics for basic operational reporting of financial results. Many companies and
organizations have expanded performance focus to include other critical areas that drive high performance, beyond just financial results. The
balanced focus on performance areas such as customer service, innovation, employee engagement and financial results helps an organization
achieve optimal overall results. This also helps create an ongoing integrated culture of excellence. Our expert speaker will share key insights
on how to build the key performance indicators that are included in an effective Balanced Scorecard , as well as the underlying metrics that
drive favorable results. In this session, a case study will be presented and you will learn:
• How to create a simple and easy to understand mission statement
• The steps in building a High Performance Culture
• How to develop and maintain a Balanced Scorecard for a shared services start-up with KPIs and metrics and link it to compensation
• How to integrate end to end processes via a partnership model
• Communication vehicles to converse with senior management, employees, customers and other key stakeholders
• Actual high performance results that have been achieved using this performance framework!
Ed Martinez
CMA, MBA, VP- Shared Services
The Wendy’s Company
9:45 CASE STUDY: ESTABLISHING A STRATEGY DEPLOYMENT PROCESS: A BALANCING ACT BETWEEN A TOP-DOWN, BOTTOM-UP & HORIZONTAL APPROACH
Through the use of strategy deployment processes which align and link business strategy and execution, organizations are striving to ensure
that organization-wide performance improvement initiatives yield strategic results. This approach has the ability to drive accountability
and commitment, link employee performance with compensation and facilitate prioritization. Join us in analyzing this hybrid approach that
translates into line-level goals and objectives. This session will focus on:
• Understanding the need for strategy deployment and its benefits
• Outlining the approach to get the right stakeholders involved
• Addressing unique challenges that arise as a part of the process
• Defining key elements and actual steps in implementing the process
• Analyzing how ideas and metrics are exchanged vertically and horizontally in an organization to drive alignment
Lesley Bachleitner Hazleton
Chief Financial Officer
FreeFlight Systems
10:30 Morning Networking & Refreshment Break
11:15 CASE STUDY: STRATEGY MAPPING - VISUALLY COMMUNICATING YOUR VALUE CREATION STORY
• Setting your priorities straight
• Breaking down strategy into strategic objectives
• Understanding how objectives are linked in cause-effect relationships
• Map a strategy to tell your story
• Effectively using your strategy map
Jerry Stigall
Director, Organization Development
Strategy, & Policy, Douglas County Government
Gail Perry
Vice President Strategic Solutions
Balanced Scorecard Institute
12:00 Networking Luncheon
TRACK SESSION BEGINS
TRACK A TRACK B
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:00 CASE STUDY: UTILIZING THE BALANCED SCORECARD AS A CASE STUDY: SUPPORTING CHANGE THROUGH THE
STRATEGY MANAGEMENT SYSTEM DEVELOPMENT OF COMPETENCY AND KNOWLEDGE
• How aligning and cascading a Balanced Scorecard • Selecting training & performance building strategies that
allows you to leverage input and data from each tier of fulfills organizational needs
your organization • Recognizing the essential part played by talent management
• How automation of your Balanced Scorecard helps to and its benefits
create a Strategy Management System that allows you to • Building an internal capacity for strategy facilitation
identify linkages and impacts that were unseen on paper • Enhancing strategic planning, performance measurement
• Managing performance of your strategy and your and strategy management competencies and support across
organization through a Strategy Management System the organization
• Creating organizational change through performance Susan Hill
management reviews focused on data analysis and review Director, Strategic Planning and Analysis Group
of what’s important now Center for Strategic Planning
Sylvia Erika Peré Centers for Medicare and Medicaid Services (CMS)
Chief, Strategic Planning Division,
Walter Mitton
U.S. Army Medicine, Office of the Surgeon General
Management Analyst, Center for Strategic Planning,
Centers for Medicare and Medicaid Services (CMS)
John Ritchie
Strategic Management Analyst
Directorate of Strategy Management,
U.S. Army Medicine, Office of the Surgeon General
6 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

7. MAIN CONFERENCE DAY 2 (continued)
Thursday, November 15, 2012
PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
1:45 DEVELOPING MEANINGFUL PERFORMANCE MEASURES OF CASE STUDY: HOW TO ATTAIN EFFICIENCIES & ROI USING
RESULTS PERFORMANCE SCORECARDS AND DASHBOARDS
• Addressing the challenges of measurement-based Organizations are increasingly looking at ways to drive higher
management business performance – at the individual department level and
• Translating strategy language into clear, measurable across the organization. However, the inability to effectively
and desired results monitor and measure operations, establish a line of sight
• Developing strategic, outcome and output focused between the overall company strategy and supporting operations,
performance measures plus the lack of mechanisms that help drive improvements in
• Ensuring a quality reporting system underperforming areas are often cited as the biggest impediments
• Key lessons learned to achieving better business performance. Attend this session to
• Major pitfalls and challenges in developing performance learn how a local utility company:
measures and results • Moved beyond just monitoring the business, to creating an
Monica R. Allen environment of continuous performance management that
Performance & Evaluation Manager, drives informed decision-making
Office of Management and Budget, • Received an ROI of $3 million by: automating their KPIs,
Mecklenburg County Manager’s Office analyzing the effectiveness of corporate initiatives, reducing
budgets of non-performing projects and re-allocating
resources for maximum success
• Created line-of-sight from the executive level to individual
contributor with a dedicated Performance Management
team
• Is now recognized as a Performance Management Champion
with their peers in the utilities industry.
Gary Filan
Vice President Global Sales, Performance Analytics Group
Actuate
2:45 Networking & Refreshment Break
3:15 UNDERSTANDING PERFORMANCE ANALYTICS MOBILIZING AND MOVING FORWARD: ACCELERATING STRATEGY
• Examples of how performance analytics can better EXECUTION AND CHANGE IN DYNAMIC TIMES
inform decision making • Change Management case studies: key do’s and don’ts to
• Choosing software tools to make performance analytics accelerate results for major strategy execution/change
work for your organization – a step by step practical efforts with real-life examples and outcomes
approach • Building trust during a long-term change that you know
• Moving from performance data to performance where the organization is headed - personally, holistically,
information to business intelligence using performance realistically and for amplification
analytics • Nurturing commitment to change by lighting the fire,
• Practical application of performance analytics in creating a burning platform, creating sufficient urgency,
business, government, and non-profit organizations convincing yourself and others why you care about the
David Wilsey change
Vice President of Education & Technology • Building confidence in the change process through effective
Balanced Scorecard Institute execution
• Carefully choosing staff to execute clearly understood
activities in a well-managed program, which in turn
systematically engages others and develops a manager’s
capability to foster change
Supriya Desai
Global Strategic Change and Transformation Leader
4:00 PANEL DISCUSSION: CREATING THE PERFECT ACTION PLAN FOR YOUR ORGANIZATION
Please join us for an interactive discussion where panelists help you develop an action plan for putting what you learned at the conference into
action. Come to this closing session and leave the conference with a plan for building, completing or enhancing your organization’s strategic
management system based on worldwide best practices.
• Understanding the elements of good strategic and change management
• Developing a gap analysis of your organization’s strategic and change management status
• Sharing experiences in developing and implementing strategic and change management projects
• Creating a tailored action plan for your organization
Panelists:
Michelle Brown
Vice President of Corporate Performance Improvement
Universal American “The most comprehensive approach
Lesley B. Hazleton to integrate strategic planning with
CFO
FreeFlight Systems performance management.”
Dan Montgomery Ed Martinez - President,
Vice President, Professional Services CMA, MBA, VP- Shared Services Board of School
Balanced Scorecard Institute The Wendy’s Company
Superintendents
4:45 Main Conference Concludes
7 www.PerformanceMGMTConference.com | 1-800-882-8684 | Info@IQPC.com

8. Actuate – The BIRT Company™ Actuate founded and co-leads the BIRT open source
project, which is used by over 1.5 million developers around the globe and serves as the
foundation of the ActuateOne® platform. Applications built on ActuateOne deliver more
5 EASY WAYS TO REGISTER NOW!
business and consumer insights to more people than all BI companies combined - ensuring organizations are ready for
the exponential growth of Big Data and the proliferation of touch devices. ActuateOne applications built with one BIRT Web: www.PerformanceMGMTConference.com
design, can access and integrate any data, including unstructured sources. They provide one user experience regardless
of skill level and are supported by one platform for any cloud, hybrid, on-premise, web or touch device deployment.
Headquartered in Silicon Valley, Actuate has over 5,000 customers globally in a diverse range of business areas including Email: info@iqpc.com
financial services, technology and the public sector. For more information, visit www.BIRTPerformanceAnalytics.com.
Phone: 1-800-882-8684
Spider Strategies, Inc., is an award-winning software company headquartered in Washington,
DC. Spider Strategies helps corporations, government, military and non-profit organizations Fax: 646-378-6025, 24 hours a day
drive market-leading performance. Founded in 2003, Spider Strategies began as a web-solutions
provider, working with organizations to establish an effective web presence and build powerful additions to their
marketing channels. In April 2004, Spider Strategies entered the Corporate Performance Management (CPM) market
Mail: IQPC, 535 5th Avenue, 8th Floor
with its first off-the-shelf software product, Scoreboard. As one of the first software packages to combine scorecard
theory with modern web technology, Scoreboard continues to be tremendously successful and adopted across for-profit
New York, NY 10017
and not-for profit organizations. Following this success, in 2008 Spider Strategies introduced QuickScore to bring this
same technology to organizations using a Balanced Scorecard. Spider Strategies’ commitment is to create easy-to-use MAKE CHECKS PAYABLE TO: IQPC
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PLEASE REGISTER ME FOR:
q WORKSHOP A: 21st Century Balanced Scorecard Systems
q WORKSHOP B: Change Management in an Exponential World
q WORKSHOP C: Identifying the Right Measures to Drive Performance
q WORKSHOP D: The Neurobiology of Change: Working with the Brain, Instead of Against It
q CONFERENCE ONLY q ALL-ACCESS PASS
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