Managing Alignment as a Process
Dr David P. Norton,President, Balanced Scorecard Collaborative / Palladium, USA

Getting aligned – and staying aligned – are two very different things. Learn how to do both through an innovative “alignment checkpoint” system that Drs. Kaplan and Norton developed to provide a framework for managing alignment as an ongoing process. Dr. Norton will describe this system along with other important tools including an alignment map that depicts an organisation’s state of alignment, as well as accountability structures.

Managing by Theme
Dr Robert S. Kaplan, Baker Foundation Professor, Harvard Business School, USA

Organisations are typically structured by region, with functional silos beneath regional managing directors. An alternative approach, enabling greater synergies across the organisation, is ‘managing by theme’. Managing by theme breaks with traditional structures by identifying key strategic themes and then assigning theme owners that cut across regions. Operational excellence, marketing, innovation and customer focus are examples of themes that can be adopted within this structure. Hear Dr Kaplan cite examples of how this approach has produced dramatic business results for some leading global organisations.

Aligning Support Units and External Partners
Dr Robert S. Kaplan, Baker Foundation Professor, Harvard Business School, USA

Aligning support units–IT, HR and Finance—to the strategy requires each support unit to determine the set of strategic services it can provide to meet corporate objectives, and then executing on those services. Aligning strategic external partners is often the last area to be tackled, but building Balanced Scorecards with external partners, such as customers and suppliers, can produce dramatic results. Dr. Kaplan will share best practices in strategic alignment of support units and external partners, and show how you can adopt these practices in your own organisation.

DRIVING BUSINESS EXCELLENCE WITH THE BALANCED SCORECARD
Laurie Husak, Chief Process Officer , Microsoft Business Transformation Organisation and Marissa Meyer, Director of Strategy and Performance Measurement Systems, Microsoft, USA

Microsoft, one of the world’s largest organisations, uses the Balanced Scorecard at the most senior levels within the organisation, to execute strategy to drive business excellence. Hear how the offices of the CEO, CFO and CIO, as well as product development, use the Balanced Scorecard as a critical tool in aligning the business operations to the corporate strategy. A true example of how an organisation can practice what it preaches.

Organisational Alignment: Delivering the Strategy
Georg Bauer, Chief Executive Officer, BMW Financial Services, Germany

The Balanced Scorecard is embedded into the management processes from long range planning to strategic reporting at BMW Financial Services across all regions and markets. Hear about the successes and challenges Mr Bauer and his Executive Leadership Team face in establishing a globally integrated and aligned organisation capable of delivering on the new business strategy and using the balanced scorecard as the strategic steering tool.

Alignment: Making Strategy Execution Everyone’s Core Competency
Mario Berenguer Albiac, Director General de CaiFor, Spain

Hear how CaiFor, one of Spain’s largest insurance companies, focuses its efforts on translating and deploying the corporate strategy to every corner of the organisation to drive business results. Cascading objectives and measures to the personal level has enabled the alignment of all key employees and activities, and has provided tangible business benefits.

Aligning Individual Performance to Corporate Performance
Humberto Leite, Vice President, Finicrédito - Instituição Financeira de Crédito SA, Portugal

Finicrédito set out to create and implement an incentive system to align employees to the corporate strategic goals. What resulted from the programme, was the crucial need to clarify and communicate the strategy within the company more effectively. Now, for the first time, Finicrédito has an appraisal and reward system that is directly and explicitly linked to the corporate vision and to the program for change within the organisation.

A Dual Approach to Organisational Alignment: Communications and Financial Planning Alignment
Lee Epting, Vice President, Forum Nokia, Nokia, USA

Hear how Forum Nokia aligns its people to the core business strategy and motivates employees across the organisation and markets. Internal communications is key to align employees in a fiercely competitive market with rapidly converging technologies, but the Forum Nokia management has taken a step further by fine-tuning its short term planning (STP) process. STP breaks down long-term targets into 6-month periods and delivers both an operational framework and strategic initiatives. Lee Epting, VP, Forum Nokia, a cross-divisional software unit, will share her insights on management leadership and aligning the organisation through this dual approach.

Metro de Madrid. The Importance of Leadership to Align People to the Company Strategy
Marcos Moyano, Head of the Organisation Department and Mónica González, Coordinator of Strategic Management, Metro de Madrid, Spain

Metro de Madrid has identified the importance of leadership, deployed across the entire organisation, as critical to the continuous alignment of the human resource of the company to the business strategy. In this way, Metro has achieved an excellence in Corporate Management that enables them to execute their largest Extension Plan developed to date, in record time, with high growth and superior customer service. Hear how Metro de Madrid has achieved excellence in Corporate Management.

Strategic Alignment in the Military Environment
Brigadier Robin J Bacon, Director Strategy, Requirements & Programmes, Ministry of Defence (Armed Forces Personnel Administration Agency)and Major Ben Kite, SO2 Performance, Army Resources & Plans, British Army, UK

The Balanced Scorecard concept is firmly embedded as the key strategic planning and performance management tool in the UK’s Ministry of Defence. Hear how the Balanced Scorecard has been adapted to meet the unique requirements of managing Defence, and how delivery against the objectives set out in the four ‘perspectives’ of the Scorecard underpin the operational success of the UK’s Armed Forces and strategic capability transformation.

OPTIONAL CLINICS

Clinic A
STRATEGY MANAGEMENT FUNDAMENTALS
Kit Jackson , Principal, Balanced Scorecard Collaborative / Palladium, UK

Prepare for the summit with a firm grounding in the five principles of a Strategy Focused Organisation: Executive Leadership, Translating Strategy, Alignment, Motivating, and Governing. Explore the 27 best practices associated with the Hall of Fame organisations that have successfully executed their strategies using the Balanced Scorecard and delivered breakthrough results. Gain an introduction to the strategy management processes and the role of the strategic management officer.

If the BSC is new to you, this workshop will give you a good introduction to the BSC framework, its role in the SFO and key success factors to consider when implementing BSC. If you are a BSC user you will be able to assess your strategy management performance and identify the next steps in your journey to become strategy focused.

Clinic B
INTEGRATED PLANNING: ALIGNING STRATEGY WITH OPERATIONAL BUDGETING Mathias Mangels , Managing Director, Balanced Scorecard Collaborative Europe / Palladium, Germany

Examine the challenges currently impacting business planning and learn how strategic planning, budgeting, and initiative management can be integrated and aligned across an organisation. Hear how to manage strategy and budgets/forecasts through an integrated and continual planning cycle.

Clinic C
MANAGING STRATEGIC AND OPERATIONAL INITIATIVES – A BALANCING ACT
Gaëlle Lamotte , Managing Director, Balanced Scorecard Collaborative / Palladium, UK

Strategic initiatives often conflict with operational initiatives due to tension around funding, timing, staffing, technology and organizational experience. Learn how to deal with this tension to approve, fund, prioritize and manage a portfolio of initiatives to drive breakthrough performance. Address potential pitfalls through a proven, integrated approach for managing strategic and operational initiatives.

Clinic D
BALANCED SCORECARD SOLUTIONS SHOWCASE
Robert L Howie Jr, Senior Vice President and Ted Jackson, Principal, Balanced Scorecard Collaborative / Palladium, USA

Understand the critical role technology plays in strategic alignment.  When adopted well, technology can facilitate strategy management meetings, make reporting meaningful and enable management teams to respond swiftly to changes in the business environment.

Hear five organisations discuss the specific business challenge they faced, the solution they adopted and the business results of the implementation.  See how the technology helped these organisations manage their strategy.  Cases will represent a variety of software vendors.

INTERACTIVE WORKING SESSIONS

Alignment Fundamentals and Assessing your Organisational Readiness
Kit Jackson , Principal, Balanced Scorecard Collaborative / Palladium, UK

Explore key aspects of strategic alignment and what it means in the context of strategy implementation, and gain insight into your own organisational readiness through a discussion on strategy execution best practices focusing on organisation and team/individual alignment.

PERSONAL SCORECARDING: Where Strategy Meets Performance Management
Esteban Gómez Nadal , Partner, Sponsor / Palladium, Spain

Executing strategy comes down to people mobilised towards goals that are aligned with the strategy. Personal Scorecarding enables strategy to be clearly articulated to the individual. This session will provide insight into approaches to align your human capital to the business strategy through personal scorecards, incentive compensation and reward systems.

ORGANISATIONAL ALIGNMENT: Approaches to Cascading Your strategy
Gaëlle Lamotte , Managing Director, Balanced Scorecard Collaborative / Palladium, UK

This session will focus on describing different approaches which can be adopted in deploying strategic objectives and Balanced Scorecards across the organisation.  Gain an understanding of the relevance of each approach to the specific organisational context, as well as cascading principles for support units.