B700

MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT IMPROVE
EMPLOYEE PERFORMANCE LINK LEAN SIX SIGMA TO STRATEGY
ESSENTIALS OF CUSTOMER MANAGEMENT APPLY METRICSTO MANAGE
PERFORMANCE EFFECTIVELY MANAGE BUSINESS INTELLIGENCE
SYSTEMS FOSTER AND PROMOTE A PERFORMANCE CULTURE MAXIMIZE
LEAN SIX SIGMA TOOLS INCORPORATE EFFECTIVE BUSINESS ANALYTICS
IMPROVE THE CUSTOMER XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
EXPERIENCE MEASURES XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
AND METRICS FOR PERFORMANCE MANAGEMENT
IMPROVE EMPLOYEE PERFORMANCE MAXIMIZE AND XXXXXXXXXXX
LINK LEAN SIX SIGMA TO STRATEGY

www.ThePerformanceConference.com 1

CONFERENCE
FLOOR PLAN
Tips & Information
SPEAKER BIOGRAPHIES AND
POWERPOINT PRESENTATIONS:
All presentations and speaker biographies
will be on a password protested website
for you to download after the conference.
All registered attendees will receive an
email providing a link to view speaker
presentations, which will be updated
on an ongoing basis to include new
presentations and biographies as they are
received. Please remember that not all
presentations and biographies are made
available to ASMI.

EXHIBIT HALL AND EXPO
Be sure to visit our Exhibit Hall located in
the Regency Ballroom D/E/F to see the
latest resources available in performance
management. Visit with the sponsors to
gain insight and a hands-on understanding
of the latest innovations in performance
REGENCY A NARITA/PRESTWICK
management tools and techniques.
Pre-conference Seminar A Track B
General Session Track D
CONFERENCE EVALUATION Track G
Track I
We want your opinion! As you attend the REGENCY B
Pre-conference Seminar B
sessions throughout the conference, please
General Session SCHIPOL/BEN GURION
remember to fill out your evaluation form
Track C
– from speakers, to topics, to logistics. We REGENCY C Track E
utilize this information to improve our General Session Track H
Track J
programs and product offerings and truly
TEGAL/TULLAMARINE
value your input. Please drop off your
REGENCY DEF AND CORRIDOR
Track A
completed evaluations at the registration Track F Exhibits
table, or with any ASMI staff member. Post-Conference Workshop A Food and beverage

2 The Performance Conference 2009

LETTER
FROM THE VP
Dear Colleague,
Welcome to The Performance Conference, the annual event showcasing the latest innovations, initiatives and best
practices in corporate performance management and process improvement.

The economic downturn is on every executive’s mind: how to manage it and get through it. Today, the role of
performance management is more important than ever for improving operational efficiencies and profitabil-
ity, and cutting costs for lasting sustainability. Performance management enables more effective management
by delivering a complete view of operations and processes. It provides greater clarity and insight into your
organization’s profitability, customers, operations and financial stability. Today’s high-performing organizations
utilize performance management systems to successfully execute strategy at all levels of their operations. That’s
why The Performance Conference has become the premiere event where executives in performance manage-
ment, human resources, operations and finance gather to hear about the latest initiatives in corporate perfor-
mance management.

Over the last 7 years, the American Strategic Management Institute has hosted The Performance Conference to
bring together performance-focused organizations to share best practices to manage for results. At this national
event, you will learn how to define and execute strategies within multiple functions: strategic performance,
financial performance, process improvement, business intelligence and workforce performance.

I hope you enjoy the conference and come away with valuable and applicable best practices that can be taken back
to your organization to improve performance and results.

Sincerely,

Stephanie Donaldson
Vice President, Education Services
American Strategic Management Institute

Sponsoring Coalition


AGENDA
AT-A-GLANCE
Pre-Conference Seminars: Monday, May 4, 2009 *Lunch will be provided.

8:00 Pre-Conference Seminar Registration & Continental Breakfast
9:00 SEMINAR A SEMINAR B
Balanced Scorecard Fundamentals: Build and Design Your Scorecard Lean Six Sigma White Belt Certification
4:00 Seminars Adjourn

Day One: Tuesday, May 5, 2009
7:30 Conference Registration, Continental Breakfast & Exhibits
8:00 Welcome Address and Opening Remarks by Chairperson
8:15 KEYNOTE ADDRESS Performance Excellence: Connecting Organizational Strategy to Individual Execution
TRACK A TRACK B TRACK C
Measures and Metrics for Measure and Improve Employee Performance Link Lean Six Sigma Methods to Strategy
Performance Management
9:00 Connect Strategic Planning and Organizational Develop an Appraisal System to Manage, Align Lean Six Sigma with Overall
Results to Performance Management Measure and Improve Employee Performance Organizational Strategy
10:00 Networking Break in Exhibit Hall
10:30 Formulate, Align and Integrate Performance Track the Effectiveness of Your Organization: Build Key Infrastructure for a Successful Lean
into Your Business Strategy Measuring What’s Important Six Sigma Deployment
11:30 Select the Right Measures for Enhanced Increase Performance through Talent Select and Mobilize Leaders Around Six
Corporate Performance Management and Succession Planning Sigma Initiatives
12:30 Networking Luncheon & Exhibit Hall
TRACK A (Continued) TRACK D TRACK E
Measures and Metrics for Foster and Promote a Performance Culture Maximize Lean Six Sigma Tools
Performance Management
1:15 Leadership’s Role in Managing and Develop a Performance Management System Use Voice of the Customer Techniques to
Implementing Performance Measure through to Manage and Track Performance Gain a Competitive Advantage
Balanced Scorecard Initiatives
2:00 Build a Corporate Performance Cascade Organizational Business Line Priorities Lean Tools: Understand Value Stream
Management Framework through All Levels of the Organization Mapping, 5S, and Kaizen
INTERACTIVE SESSIONS
3:15 Strategy Mapping: Bridge the Gap Between Budget Performance: The Role of Key Project Performance: Implement Effective
Performance Strategy and Execution Business Drivers in the Budgeting Process Project Performance Strategies to Increase
Bottom-Line Results
4:30 Exhibit Hall Hours & Networking Cocktail Reception
5:30 Adjourn

Top 10 Reasons to Attend
1 2 3 4 5
ENHANCE Your DEVISE PERFECT Your DRIVE a AMPLIFY the
Performance Measures for Your Performance Customer-Centric Performance of
Management Organizational Reporting Culture in Your Your Employees
System Goals Organization


AGENDA
CONTINUED
Day Two: Wednesday, May 6, 2009
7:30 Continental Breakfast & Exhibits
8:00 Opening Remarks by Chairperson
8:10 KEYNOTE ADDRESS The Art of Change Management
9:00 KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization
10:00 Networking Break in Exhibit Hall
TRACK F TRACK G TRACK H
Apply Metrics to Manage Performance Effectively Manage Business Intelligence Essentials of Customer Management

10:30 Boost the Bottom Line: Use Metrics to Use Performance Modeling and Dashboards Creating Your Own Culture of Service
Manage on Demand with Practical to Link Strategy to Operations to Ensure Buy-In, Sustainability, and
EPM Solutions Ultimately, Results
11:30 Balanced Scorecard Design: Choose the Key Design Integrated Business Metrics to Case Studies: How Delaware North
Performance Indicators Maximize Performance Companies Capitalize on Data to Improve
Guest Loyalty
TRACK F (Continued) TRACK I TRACK J
Apply Metrics to Manage Performance Incorporate Effective Business Analytics Improve the Customer Experience

1:30 Build and Manage a Performance BI Performance Dashboards: Drive the Customer Experience to Build
Information system Measure, Monitor, and Manage Your Customer and Employee Loyalty
Business Performance
2:15 Develop Key Measures and Metrics for the Gather and Interpret Data to Understand Move from a Corporate-Focused to
Balanced Scorecard Predictive Analytics and Drive Strategy Customer-Focused Organization
3:15 Understand and Implement Effective Risk Assess Your BI Maturity: Take BI to the Build a Customer-Centric Culture of
Management Strategies Next Level Performance in Your Organization
4:00 Chairperson’s Closing Remarks: Developing and Capitalizing on a Performance Management System
4:30 Adjourn

Post-Conference Workshops: Thursday, May 7, 2009
8:00 Post-Conference Workshop Registration & Continental Breakfast
9:00 WORKSHOP A
Lead and Organize Business Intelligence Teams: Improving Individual and Team Performance
12:00 Workshops Adjourn

6 7 8 9 10
PLAN and UNDERSTAND UTILIZE Customer MEASURE DESIGN Integrated
Implement the Predictive Insight to Drive and Improve Business Metrics
Value of Lean Analytics to Innovation Employee to Maximize
Six Sigma Drive Strategy Engagement Performance


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
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
BOB PALADINO
Senior Fellow, ASMI
Former SVP, Crown Castle International
Founder, Bob Paladino & Associates

“Implementing what is talked about in these conferences
transitions your organization from good to great.”
DAVE LAMASCUS
Arsenal Digital Solutions


PRE-CONFERENCE SEMINARS
CONTINUED
Monday, May 4, 2009

9:00
SEMINAR B
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
CHARIS GROSSMAN
Six Sigma Black Belt
Senior Fellow, The Performance Institute

12:00
Networking Luncheon

1:00
SEMINAR A (CON’T):
Balanced Scorecard Fundamentals: Build and Design your Scorecard

SEMINAR B (CON’T):
Lean Six Sigma White Belt Certification

4:00
Workshops Adjourn


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

“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


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 performance-
based 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. High-
performing 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.


DAY ONE
CONTINUED
CHOOSE TRACK A, B, C, D OR E:

9:00
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE TRACK C: LINK LEAN SIX SIGMA METHODS
PERFORMANCE MANAGEMENT EMPLOYEE PERFORMANCE TO STRATEGY
Connect Strategic Planning Develop an Appraisal System to Align Lean Six Sigma with Overall
and Organizational Results to Manage, Measure and Improve Organizational Strategy
Performance Management Employee Performance • Learn how to integrate Lean
Six Sigma initiatives into your
• Make the necessary linkages to • Provide effective evaluations to
overarching strategic plan
transform strategy into action set goals, clarify expectations and
enhance employee performance • Understand how to develop a
• Take the next steps towards proper
strategic focus with
strategy formulation • Establish criteria for an ideal
end-outcome goals and process
appraisal system and appoint an
• Learn the functional roles in
improvement initiatives in mind
implementation team
strategic planning and their link to
• Start strategically thinking in terms
strategy execution • Communicate how performance
of Lean Six Sigma and how to
measurements directly relate to
DENNIS KOCI
achieve organizational objectives
individual and organizational goals
Former SVP Operations
CHARIS GROSSMAN
Hilton Hotel MICHAEL KANNISTO
Six Sigma Black Belt
Talent Acquisition, University Relations,
The Performance Institute
Employment Branding, BASF

10:00
Networking Break & Exhibits

10:30
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS
PERFORMANCE MANAGEMENT PERFORMANCE TO STRATEGY
Formulate, Align and Integrate Track the Effectiveness of Build Key Infrastructure
Performance into Your Your Organization: Measuring for a Successful Lean Six
Business Strategy What’s Important Sigma Deployment
• Align your budget to your strategy • Align performance incentives • Lay the foundation for a
to individual and organizational successful and effective Lean Six
• Reconcile business planning
strategy to drive performance Sigma initiative
and budgeting with the strategy-
oriented business • Identify key levers to motivate and • Examine the resources and
improve employee productivity requirements for deploying Lean
• Observe how budgeting links to
Six Sigma and how to align those
the customer, • Avoid common obstacles to
resources to your mission and
internal processes, and employees implementing incentives by
end-outcome goals
to deliver long-term economic identifying non-value add
viability incentives • Identify key tools used to
accomplish organizational
JIM PLANTAN DAVID GIANNETTO
objectives through process
Manager CEO and Author
improvement projects
eCaptial Advisers The Performance Power Grid
JOHN MURPHY
Asst Vice President
Operations Process Excellence
CSX Transportation


DAY ONE
CONTINUED

11:30
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS
PERFORMANCE MANAGEMENT PERFORMANCE TO STRATEGY
Select the Right Measures to Increase Performance through Select and Mobilize Leaders
Enhance Corporate Performance Talent Management and around Six Sigma Initiatives
Succession Planning
• Identify the challenge of selecting • Learn the key competencies that
the right set and number of the leaders of the deployment
• Execute a strategic succession plan
measures for results must possess
by assessing the current talent
• Develop metrics that allow pool to keep talent • Effectively mobilize leaders
employees to link their activities around new leadership
• Effectively communicate with
and outputs to overall corporate competencies
your workforce to create a
objectives and goals seamless transition • Examine strategies for effectively
• Define the link between corporate developing the competencies
• Sustain knowledge within your
goals and major operational business to improve overall JEFF SLATER
perspectives organizational performance Senior Productivity Leader
BOB PALADINO Sonoco
BILL REID
Senior Fellow, ASMI Associate Partner
Former SVP, Crown Castle International The Gallup Organization

12:30
Networking Luncheon & Exhibit Hall

1:15
TRACK A: MEASURES AND METRICS FOR PERFORMANCE TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS
MANAGEMENT PERFORMANCE CULTURE Use Voice of the Customer Techniques
Leadership’s Role in Managing Develop a Performance to Gain a Competitive Advantage
and Implementing Performance Management System to Manage • Uncover methods to define and
Measure through Balanced and Track Performance understand customers’ priorities and
Scorecard Initiatives • Prioritize key objectives that serve as the focus improvement efforts
foundation for measures and initiatives
• Learn the role leadership plays in • Create higher levels of customer
translating vision and mission into • Manage and track performance satisfaction by educating your business on
organizational strategy management to increase productivity Lean Six Sigma VOC principles and tools
• Create a strategy-focused organization • Learn various frameworks that identify • Learn to effectively capture customer
with BSC tools and techniques the big picture when managing feedback to provide the best-in-class
performance programs quality product or service
• Develop a strategy that centers on the
values and core competencies of your JOSH STALKER JEFF SLATER
organization Strategy Management Sr. Mgr Senior Productivity Leader
Lockheed Martin Sonoco
DENNIS KOCI
Former SVP Operations
Hilton Hotel


DAY ONE
CONTINUED

2:00
TRACK A: MEASURES AND METRICS FOR TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS
PERFORMANCE MANAGEMENT PERFORMANCE CULTURE Lean Tools: Understand Value
Build a Corporate Performance Cascade Organizational Business Stream Mapping, 5S and Kaizen
Management Framework Line Priorities through All Levels • Understand the key tools and
of the Organization
• Align performance objectives with techniques of value stream
the corporate strategy leveraging • Ensure that each employee mapping
existing IT systems and enterprise knows what is expected of them • Learn the principles of 5S as an
architecture infrastructure by communicating how their approach to standardizing and
• Achieve higher levels of efficiency business unit goals and objectives improving the quality of the
through effective reporting cycles relate to the overall strategy physical condition of the shop
and communication • Utilize team planning and change floor and front office areas
• Gain a greater understanding management principles to mitigate • Evaluate best practices and lessons
of current performance levels risk and enhance engagement learned in running Kaizen events
and devise a roadmap for the • Establish “line of sight” MELISSA ALEXANDER
journey ahead performance reporting to instill Six Sigma Black Belt
accountability and transparency
HIND Y. AL YOUHA BayCare Health System
for progress
Senior Manager
Corporate Performance Management Section GLEN GOODNIGHT
Strategy & Corporate Excellence Department Senior Vice President
Dubai Customs 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


DAY ONE
CONTINUED

3:15
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: Budget Performance: Project Performance:
Bridging the Gap between The Role of Key Business Drivers Implement Effective Project
Strategy and Execution in the Budgeting Process Performance Strategies to
Increase Bottom-Line Results
• Understand the principles behind With the right tools, key business
Strategy Mapping, its virtues and drivers such as market conditions, An organization’s success is dependent
its vital importance performance measurements, on the strength and focus of its
customer demographics and
• Identify key strategic goals and projects. When companies lose
marketing activities can be tracked to
useful measures for accomplishing valuable time and resources reworking
help uncover budgeting trends and to
results while communicating projects, missing deadlines and shifting
recognize what to look for.
between all business stakeholders focus, organizational merit folds in on
to improve organizational output itself, turning possible triumphs into
• Define and test linkages of
eventual failures.
• Create an organization that aligns drivers to measure financial and
both vertically and horizontally business performance • Understand the value of
• Explore measurements and metrics learning best practices in project
LARRY HALBACH
for various business factors that management
Executive Vice President
can be incorporated into your
The Balanced Scorecard Institute • Define project success criteria to
forecasting increase business value
• Understand business driver cause- • Improve project performance
and-effect relationships and align strategic initiatives
through innovations in project
BOB PALADINO
management methodologies
Founder, Bob Paladino & Associates DR. FRANK ANBARI
Project Management Professor/PMP
George Washington University

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

DAY
TWO
Wednesday, May 6, 2009
7:30
Continental Breakfast & Exhibits

8:00
Opening Remarks by Chairperson
ROY BARNES

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

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.
DAVID GIANNETTO
CEO and Author
The Performance Power Grid

10:00


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.


DAY TWO
CONTINUED
CHOOSE TRACK F, G, H, I OR J:

10:30
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT
TRACK G: EFFECTIVELY MANAGE
Boost the Bottom Line: Use Creating Your Own Culture
BUSINESS INTELLIGENCE
Use Performance Modeling and
Metrics to Manage on Demand of Service to Ensure Buy-In,
Dashboards to Link Strategy to
with Practical EPM Solutions Sustainability, and
Operations Ultimately, Results
• Translate conceptual strategic
objectives into concrete actions that • Evaluate your company’s • Learn the whys (and hows) of
are meaningful and focus on the organizational and technical building your model organically
proper tasks, processes and projects readiness to undertake a successful • Find out how detailed evaluation
that truly drive performance performance dashboard project and analysis identifies gaps in
• Hear how to apply a model • Create effective KPIs that change performance and areas of strength
leveraging and complementing organizational behavior and • Understand the relationship
balanced scorecards as well as improve performance between feedback, metrics,
traditional financial management • Integrate existing performance analysis and improved business
• Proactively manage, measure and dashboards and metrics using a performance
monitor financial and/or operational top-down or bottom-up approach
STEWART COLLINS
performance and explain ‘why’ LEN VITELLO Global Director of GuestPath
when performance does not meet Business Intelligence Manager Delaware North Companies
expectations or targets Chico’s FAS Inc
JEAN NITCHALS
Former Senior Financial Analyst, Best Buy
Manager, eCaptial Advisers

11:30
TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE
BUSINESS INTELLIGENCE Case Studies: How Delaware
Balanced Scorecard Design:
Design Integrated Business North Companies Capitalize on
Choose the Key Performance
Metrics to Maximize Data to Improve Guest Loyalty
Indicators
Performance • Use Voice of the Customer
• Understand how KPIs impact your
• Determine the right metrics research to better understand
organization’s bottom line
to measure and ways to keep customer loyalty
• Develop a high-level snapshot of
them current in a continuously • See how positive guest experiences
your organization based on
changing business environment translate into increased revenues:
effective KPIs
• Learn techniques to ensure Tenaya Lodge and The Ahwahnee
• Generate your KPIs into
cohesion, assure consistency and • How one hotel transformed from
organizational results and
avoid conflict among metrics a mediocre performer to best-in-
effectively communicate them
• Learn where to start and how class: Asilomar State Beach and
across the organization
much will it cost Conference Grounds
BOB PALADINO
BRUCE R. WHITELY STEWART COLLINS
Chief Information Officer Global Director of GuestPath
JJ Taylor Companies, Inc Delaware North Companies


DAY TWO
CONTINUED

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
Build and Manage a Performance BI Performance Dashboards: Drive the Customer Experience
Information System Measure, Monitor and Manage to Build Customer and
Your Business Performance Employee Loyalty
• Understand and gain
methodologies, tools and a • Evaluate your company’s • Segment experiences by customer
framework for developing organizational and technical types and customer values
an enterprise architecture readiness to undertake a successful • Prioritize touch-point experiences
performance model performance dashboard project and avoid technology traps
• Select leading and lagging indicators • Create effective KPIs that change • Understand how your front-line
and measures that provide insightful, organizational behavior and staff impacts your bottom line
actionable analysis improve performance
ERIC CAMULLI
• Implement a success-oriented • Integrate existing performance Chief Technology Officer
measurement and reporting dashboards and metrics using a Virtual Hold Technology LLC
program top-down or bottom-up approach
JEAN NITCHALS JEFF GILL
Former Senior Financial Analyst, Best Buy Senior Director of Network Surveillance
Manager, eCaptial Advisers Large Cable Organization

2:15
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE
Develop Key Measures and Gather and Interpret Data to Move from a Corporate-Focused to
Metrics for the Balanced Understand Predictive Analytics to Customer-Focused Organization
Scorecard Drive Strategy • Make loyalty the core strategy
• Understand the difference between • Understand the basic principles and • Develop a brand culture around
metrics and KPIs, and how to choose terminology for predictive analytics the customer
which metrics should be published on • Learn how to define business • Create a customer-focused strategy
a scorecard objectives for a predictive analytics embraced at the top and on the line
• Design useful measures for gauging model LAURA DESOTO
business strategy and meaningful • Use data as a predictive indicator to SVP Strategic Initiatives
metrics for tracking success leverage your strategic objectives and Experian
• Leverage performance objectives to improve profitability, reduce costs
SANDY ANDERSON
provide context that gives operational and market more effectively
Vice President
scorecards more meaning JONATHAN GREENBERG Experian
LARRY HALBACH Business Intelligence Manager, IT
Executive Vice President BMW of North America, LLC
The Balanced Scorecard Institute

2:45


DAY TWO
CONTINUED
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 Assess Your BI Maturity: Take BI Build a Customer-Centric Culture of
Effective Risk Management to the Next Level Performance in Your Organization
Strategies Today, the role of BI has shifted and Managing your customer experience
is an integral part of any business is critical in today’s consumer-driven
Stay competitive. Organizations must
and it is no secret that organizations environment. One of the first steps
enhance their risk measurement and
look to BI to increase bottom-line in creating successful customer
management programs with proven
results. In this session, learn to as- experiences is to understand and
strategies and successful methods.
sess your BI program and identify assess current customer touch
Effective performance measures
growth opportunities to take your points and data. Learn to build a
and accurate risk data are essential
program to the next level. customer-focused culture to enhance
for professional to make informed
organizational performance.
decisions during examinations and • Understand the value of a maturity
model for selling BI projects
implementation of new products, • Generate buy-in from the executive
• Identify the five stages of data suite down to the shop floor
processes and procedures.
warehousing and analytical maturity • Communicate the need for a
• Discuss comprehensive performance
• Provide stakeholders insight from memorable customer experience with
management framework for
consistent, unified data delivery and your employees
mitigating organizational risks
analytical architecture • Maintain focus and engagement
• Examine how risk can impact your
through the customer
JONATHAN GREENBERG
institution and affect your bottom line
experience process
Business Intelligence Manager, IT
• Make informed decisions to lessen
NEDRA SADORF
internal and external risk factors BMW of North America, LLC
Chief Operating Officer
ROBERT BROZEY JEFF GILL
Hunter Business Group
Former COO/CFO Senior Director of Network Surveillance
LAURA DESOTO
New Millennial Homes Large Cable Organization
SVP, Strategic Initiatives
Experian
4:00
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

4:15
Conference Adjourns


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
Post-Conference Workshop Registration & Continental Breakfast

9:00
WORKSHOP A
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 cross-functional collaboration
• Support improved business performance with cohesive Business Intelligence teams
JONATHAN GREENBERG
Business Intelligence Manager, IT
BMW of North America, LLC

12:00
Workshops Adjourn

“Provided a great combination of strategic frameworks and real-life
tactical info for great lessons.”
– AMY SHERWOOD, V.P. OF PUBLIC RELATIONS, YUM! BRANDS, INC.


SPEAKER
SPOTLIGHT
Mr. Barnes is currently head of Blue Space improve operations, process management and
Consulting, an Orlando-based consulting firm performance accountability at all organizational
specializing in strategic planning, customer levels. Co-leading efforts at Marriott International
experience design and change management. on Sales 2000, a top to bottom restructuring of
the Sales and Marketing effort as well as leading
Formerly Senior Vice-President for Customer the process re-engineering work with MVCI’s
Experience and Development with Marriott Customer Relationship Management effort, Mr.
Vacation Club, Roy was responsible for both Barnes is well acquainted with all aspects of the
ROY A. BARNES global strategic management and customer organizational challenges of customer focused
vacation experience strategy for Marriott business transformation.
Former SVP, Vacation Club International (MVCI), the
Customer Service leisure/vacation ownership division of Marriott Mr. Barnes graduated from Grinnell College and
International. is a frequent guest lecturer (Cornell University,
and Development,
University of Maryland, Fordham, University
Marriot Vacation
A twenty year veteran of the hospitality of Central Florida). Mr. Barnes is currently a
Club International business, he has successfully led efforts both member of the editorial board of 1to1 Magazine.
within Marriott International and MVCI to
President,
Blue Space
Consulting

Bob Paladino is the Founder and Managing As a former Senior Vice President of Crown
Partner of his firm, which focuses on Castle International in the Office of the CEO,
advising Boards of Directors, Executives he directed the global CPM/Balanced Scorecard
and their teams on implementing program to win both the coveted international
and integrating Balanced Scorecard, Hall of Fame Balanced Scorecard Award and
Knowledge Management, and Six Sigma the American Productivity & Quality Center’s
competencies. He has a long history as a (APQC) Best Practice Partner award. Wall Street
successful practitioner of these concepts Journal ranked Crown Top 20 Most Improved in
BOB PALADINO, in a corporate setting and as an advisor Shareholder Value.
and consultant to Fortune 500 firms across
CPA
a wide range of industries. Formerly directed Consulting Practice for Drs.
Senior Fellow, Kaplan & Norton, co inventors of the balanced
Drawing from this extensive experience, scorecard.
ASMI
he has authored the best-selling book in
Founder and which he synthesizes the best practices in He was a leading global consultant for
the Corporate Performance Management PricewaterhouseCoopers and Towers Perrin,
Managing Partner,
(CPM) field: “Five Key Principles of Wharton MBA, a CPA and a member of the AICPA
Bob Paladino &
Corporate Performance Management” and MSCPA.
Associates recently #1 CPM book on Amazon and
Barnes & Noble. He donates all royalties to He is published in leading journals and is among
the United Flight 93 Memorial; the crash the highest rated speakers at corporate and industry
site is near his home in PA. events, such as FEI, ASMI and CFO Rising.


SPONSOR BOOTH
ASSIGNMENTS
SPIDER STRATEGIES
Booth 1

Spider Strategies is the leader in online metric assessment,
action planning, and performance collaboration software.
We provide tools that help you drive performance.
Spider’s easy to use, web-based tools help organizations
assess key metric performance, take corrective actions,
and collaborate on measurable improvement. Whether
you use the Balanced Scorecard, Lean, Six Sigma, BPR,
Continuous Improvement, MBO, TQM, or any other
performance improvement methodology, Spider’s
software is the right tool for you. Drive performance for
$ 28.00 per user per month.

For more information, contact:
Jay Witty
(952) 292-8349
jay.witty@spiderstrategies.com

DUBAI CUSTOMS
Booth 2

Dubai Customs is at the centre stage in the global
customs arena with its outstanding effectiveness and
regional leadership position. We realise the importance
of keeping abreast with the latest technologies. Our
development programme aims to develop customs
processes, procedures and technology to meet the
current needs and future challenges.

For more information, visit:
Mr. Ahmed AbdulSalam Kazim
Director
Strategy & Corporate Excellence Dept.
Dubai Customs
Phone: +9714 3023902
Fax: +9714 3451441
P.O. Box: 63, Dubai, UAE
Ahmed.AbdulSalamKazim@dubaicustoms.ae


SPONSOR BOOTH
ASSIGNMENTS
VIRTUAL HOLD TECHNOLOGY, LLC BALANCE SCORECARD INSTITUTE
Booth 5 Booth 3

Virtual Hold Technology’s patented virtual queuing solu- The Balanced Scorecard Institute, a Strategy Management
tions help when call demand exceeds agent resources. By Group company provides training and consulting services
allowing customers to request callbacks rather than wait to commercial, government, and non-profit organizations
on hold, Virtual Hold: in applying best practices in balanced scorecard, strategic
performance management and measurement, and
• Increases customer satisfaction
transformation and change management.
• Reduces ASA & abandons
• Improves service level
Products and services include public and on-site courses,
• Increases agent efficiency
facilitation and consulting services, and information
• Reduces toll and labor expenses
and tools used by executives, managers and analysts
to transform their organizations into “performance
excellence” organizations.
Jennifer M. Doll
Marketing & Events Coordinator
Virtual Hold Technology
Larry Halbach
330-414-2389 mobile
Executive Vice President
330-670-2280 office
The Balanced Scorecard Institute
jdoll@virtualhold.com
a Strategy Management Group company
Phone: (919) 460-8180
137 Heritage Woods Drive
lhalbach@balancedscorecard.org
Akron, OH 44321
www.VirtualHold.com
975 Walnut Street, Suite 360
Cary, NC 27511
www.balancedscorecard.org
THE TELOS GROUP
Booth 4

The Telos Group is one of the nation’s premier
performance-oriented consulting firms and is considered
a thought leader in the Performance Management (EPM/
BPM/CPM) space. Delivering today’s leading, award-
winning enterprise business performance management
methodology, The Performance Power Grid, they blend
management theory with tool-agnostic technology.
The Telos Group offers full life-cycle management of
performance oriented engagements, utilizing its staff of
experienced project managers, management consultants,
and technology developers to address financial, operational
and enterprise aspects of achieving sustainable superior
organizational performance.

Carmela Owens
Managing Director of Client Relations
908-763-2121
cowens@telosconsulting.com
20 Valley View Drive
Basking Ridge, NJ 07920
www.TelosConsulting.com


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B700

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