DAY ONE: Wednesday, September 29, 2010

The New Strategy Management System
Stage 1: Develop the Strategy

Managing strategy execution should be a permanent part of an executive’s job. This requires a management system. Most organizations have pieces of this system, such as budgeting and goal setting, but the pieces are isolated and incompatible. Further, most organizations do not have a formal process to translate the strategy, test it, and align the organization. This session describes the six stage management system and reviews best practices of how leading organizations formulate their strategies, including mission, values, vision statements, PESTEL and SWOT analysis, and the strategic change agenda.
 
Key Issues

• Strategy execution: the #1 priority for senior executives
• Companies that deliver results: the Balanced Scorecard Hall of Fame
• The six stage management system for strategy execution
• Stage 1: Develop the Strategy
  • Define Mission, Values and Vision
  • Examine the external competitive environment and internal capabilities
  • Formulate the strategic change agenda
  • Select the strategy

Stage 2a: Leadership: Translate the Strategy with Strategy Maps, Scorecards, and Strategic Themes

This session describes the latest innovations in strategy mapping. Discover how to choose the right strategic objectives directly from the strategy and construct a strategy map around four to six themes that link human capital and process objectives to customer and shareholder objectives.
 
Key Issues

• Creating the Strategy Map
• The Role for Strategic Themes
• How Strategy Influences the Selection of Strategic Objectives
• Total low cost strategy
• Complete customer solution strategy
• Examples of Best Practice Strategy Maps in the Private and Public Sector

Stage 2b: Plan the Strategy: Targets and Strategic Initiatives

The discussion of Stage 2 continues by showing how to set targets for strategic themes and objectives, the process to select portfolios of strategic initiatives, and the new funding mechanism of strategic expenditures (StratEx). The role of theme owners and theme teams for managing the execution of cross-functional and cross-business strategic themes will be introduced.
 
Key Issues

• Setting Targets
• Selecting and funding strategic initiatives
• Funding the Strategy (Stratex)
• Role for Theme Owners and Theme Teams

Best Practice: Sustained Strategy Implementation: A Journey, Not a Destination

Barbara Possin, Vice President, Quality and Strategy Management, St. Mary’s Duluth Clinic (SMDC)

Successful strategy creation and sustained implementation requires strong leadership and disciplined processes. St. Mary’s Duluth Clinic (SMDC), a regional health care system based in Minnesota, has successfully used the Balanced Scorecard since 2000. Barbara Possin, VP of Strategy, has been in the role of Strategy Management Officer since before the role was formally identified. She will share her experiences in use of the Balanced Scorecard as a tool to drive and sustain effective strategy implementation, as well her experience and insights in operationalizing the BSC including successes, failures, and lessons learned over the last 10 years. Delegates will learn the tactics executive leaders use to lead change in a complex challenging environment, the actions that support successful strategy implementation, and how to recognize and avoid mistakes during day-to-day strategy execution.

 
Stage 3a: Align Organizational Units for Corporate Synergies

Most enterprises consist of multiple business and functional units. For the full execution premium to be earned, the enterprise must achieve both vertical and horizontal alignment in each unit’s strategic objectives. Review how to achieve organizational synergies through cascaded and linked strategy maps.
 
Key Issues

• Aligning corporate strategy to business unit objectives
• Aligning business unit objectives to support unit and shared services objectives
• Strategic alliances -  aligning partners across the industry value chain

Stage 3b: Align Human Capital and Employees

Ultimately, strategy is executed by employees, not the senior leadership team. But employees cannot help implement a strategy that they are unaware of, do not understand, or have little motivation to execute. This session covers the important processes needed to communicate strategy, motivate employees, and align the development of employees’ capabilities and competencies to strategic objectives.
 
Key Issues

• Communicating strategy to employees (7 times, 7 ways)
• Linking employees’ personal objectives and goals to strategic objectives
• Aligning employee incentives and rewards
• Identifying strategic job families
• Defining and developing strategic competencies

Open Forum with the Strategy Experts

Join Drs. Kaplan and Norton in this Open Forum to learn about their latest thinking on strategy management, including topics such as leadership, change management, integrating risk management into your strategic plan, and more. An excellent opportunity to dialogue with the experts, challenge views, and learn from your peers!