Day Two Sessions:
Tuesday, March 20, 2012

NEW! Risk Management Interactive Case Study: Hydro One

Dr. Robert S. Kaplan

Using a real-life case study example from the Canadian utility, Hydro One, Dr. Kaplan will lead an interactive session on establishing and running a comprehensive enterprise risk management system. This session will emphasize the mechanisms for identifying and quantifying the principal risks to an organization’s strategy, especially how to develop and transmit risk information from the front lines to the boardroom, and how to allocate resources to mitigate the most likely and consequential risks.

NEW! Integrating Risk Management to the Strategy Execution System

Dr. Robert S. Kaplan

Risk management has become essential for successful and sustainable strategy execution. Many organizations, however, despite having a designated risk management officer and even a risk management department, have suffered massive losses from their failure to understand and manage the risks inherent in their strategies. During this session, Dr. Kaplan will share insights on how the BSC Hall of Fame for Executing Strategy organizations, such as Infosys and VW do Brasil, use their Strategy Maps to identify key risks within their strategies. Learn how early identification led to the development of key risk indicator scorecards and risk mitigation initiatives portfolios, reducing the likelihood and consequences from risk events. The session will conclude with the role for war-gaming and scenario analysis to envision and mitigate the non-controllable, external risks that can arise.

Aligning Employees to the Strategy

Dr. David P. Norton

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 the organizations strategic objectives.

NEW! Continually Improving the Strategy

Dr. Robert S. Kaplan

Strategy is a hypothesis on how to satisfy shareholder/stakeholder objectives. A management system must not only define these hypotheses, but also monitor, adapt, and test these theories based on real world experiences. Dr. Kaplan demonstrates how the strategy management system achieves this objective at several levels including conducting operational and strategy review meetings as well as statistical testing of the strategy, which leads to new objectives and metrics that keep the strategy relevant to changing market and business conditions. The role for business analytics to inform the design of KPI dashboards will also be covered.

NEW! Leading and Managing Change: The Role of the CEO

Dr. Robert S. Kaplan

Strategy requires that companies break away from doing business-as-usual so they can adopt a new way of competing and doing business, yet most change management programs fail. In this session, Dr. Kaplan will highlight the vitally important role for the CEO to lead and manage the change process. He will start with the key role—embedded in leadership gurus John Kotter and Michael Beer’s pioneering work—to unfreeze the organization so that executives and employees alike accept the urgent need for change. He will continue by showing how Kotter’s Leading Change program can be leveraged and accelerated by integrating with the Kaplan-Norton strategy execution approach. The session will include examples from the successful CEOs of enterprises in the BSC Hall of Fame for Executing Strategy.

NEW! Improving Performance with the Office of Strategy Management

Dr. David P. Norton

The Kaplan-Norton Strategy Management System™ does not manage itself.  In this session, Dr. Norton will discuss how a new competency and a new organization, the Office of Strategy Management, has emerged to play this role.  He will explain the multi-year agenda for the OSM as it migrates the BSC from an initial feasibility project into a sustainable strategy execution system that delivers transformational improvements in performance by utilizing the following stages: 1. unfreeze the organization; 2. focus and align the organization to strategic priorities; and 3. sustain the new culture of strategy execution and accountability for delivering performance.

Kaplan-Norton Clinic: Open Forum with the Strategy Execution  Experts

Drs. Kaplan and Norton

This session will provide delegates the unique opportunity to ask the experts for advice or insight on specific problems or obstacles you may be facing in your own strategy management process. Hear peer questions and examples, challenge the experts with your own issues, and learn from Dr. Kaplan and Norton’s experiences and research during this interactive session.