Performance Strategy & Change Management Brochure 11 13 2012

NEW!Additional Track and Change Management Focused Topics

Just on Board! Strategic Partner:

Transform your Organization - from Vision to a High Performance Culture

NOVEMBER 13-15, 2012 | NEW ORLEANS, LA

www.PerformanceMGMTConference.com | 1-800-882-8684 | [email protected]

BENCHMARK YOUR SYSTEMS AGAINST THESE LEADING ORGANIZATIONS & INDUSTRY EXPERTS

Michael E. Raynor Innovation Portfolio Leader, Strategy, Brand & Innovation, DELOITTE SERVICES, LP

Ed Martinez, CMA, MBA, VP- Shared Services, THE WENDY’S COMPANY

Dorothy E. Swanson Chief Financial Officer for Johnson Space Center, NASA

Elaine Furlow Director Strategy & Planning, AARP

Elle Ringham Group Vice President SUNTRUST BANK

Douglas C. Bean Chief Operating Officer, ERIC MOWER AND ASSOCIATES

Lesley Bachleitner Hazleton Chief Financial Offi cer FREEFLIGHT SYSTEMS

Susan Hill, Director, Strategic Planning and Analysis Group, Center for Strategic Planning, CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS)

Frank Mruk SMP FStratPS, Assoc. Dean, Business and Strategic Planning, NEW YORK INSTITUTE OF TECHNOLOGY

Michelle Brown Vice President of Corporate Performance Improvement UNIVERSAL AMERICAN

Jerry Stigall Director, Organization Development, Strategy, & Policy, DOUGLAS COUNTY GOVERNMENT

Monica R. Allen Performance & Evaluation Manager, Office of Management and Budget, MECKLENBURG COUNTY MANAGER’S OFFICE

KEY TOPICS COVERVED : Create your own personalized conference agenda by selecting among our featured plenary and break out session topics:

– Creating a strategic line of sight – Methods to sustain change– Combining Change & Performance methods and tools – Management & employee buy-in– Strengthening your strategic focus & performance – Building the desire for Change– Building & enhancing your balance scorecard – Establishing a strategy deployment process

– Strategy mapping– Meaningful performance measures of results– Leading your employees through Change– Increased ROI using performance scorecards & dashboards– Influencing customer-facing & customer-contributing processes – Exploring performance analytics processes – Creating the perfect action plan – Accelerating Change

ENHANCE YOUR LEARNING BY ATTENDING OUR PRE-CONFERENCE WORKSHOPS

21st Century Balanced Scorecard Systems

Change Management in an Exponential World

Developing and Using Leading Indicators and Outcome MeasuresThe Neurobiology of Change: Working with the Brain, Instead of Against It

Media Partners:Sponsored by:

“This experience has given us a new confidence in the practice of aligning mission, vision, values, and strategy to move an organization forward.” – University of Minnesota.

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proudly present ...and

DON’T MISS OUR KEYNOTE SESSIONS:November 14th: The Innovator’s ManifestoNovember 15th: Stage One Metrics and Analytics: Integrated Performance Framework

Dear Colleague,

IQPC and Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help enhance executive strategy and enable change within your organization. Join us as we analyze proven performance and change management strategies that cultivate a productive and motivated workforce and facilitate an improved operational system while increasing your bottom line.

The distinguished speaker faculty will be presenting their own case studies focusing on performance and change management while providing you with advice on how to overcome your biggest challenges and improve your systems. Don’t have a system in place? Improving your current system? Changing systems? Then this is the place for you!

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 and panel discussion presentations. It provides a means to improve organizational performance by linking and aligning individual, team and organizational objectives and results.

Strategic Performance & Change Management is the ideal platform for you to learn about:

• Improving strategic focus and performance • Increasing productivity and financial performance • Communicating and sustaining changes • Accelerating the organization’s ability to absorb change • Aligning employee work to the strategy of the organization • Improving your business operations• Establishing effective strategic and operational performance metrics • Implementing successful balanced scorecard methodologies • Monitoring organizational performance against strategic goals

Join industry leaders in New Orleans as they identify the factors that will assist you in designing, implementing and reviewing your performance and change management systems.

We look forward to seeing you in New Orleans!

Claudia Rubino Howard RohmProgram Director Co-founder, President and CEOIQPC The Balanced Scorecard Institute

NETWORK WITH VP’S, LEAD, DIRECTORS, SPECIALISTS AND MANAGERS RESPONSIBLE FOR:• Performance• StrategicPlanning• BusinessPlanning• CorporatePerformance• StrategyExecution• ChangeCapability• TalentManagement• ChangeManagement• ChangeStrategy• ProjectManagement• ProgramManagement• Change&Innovation• ChangeIntegration• Communication• Organizational Effectiveness• HumanResource Operations • FinancialPlanning& Analysis• BusinessAnalysis& Planning• MarketResearch• Forecasting• Operations

Visit the Resource Center for interviews, articles, and research papers from BSI

and others including:

Using the Balanced Scorecard to Align Your Organization

Strategy Based Balanced Scorecards for Technology Companies

Themes of Confusion

Build Innovation into Your Strategy

Evidence of a Mature Scorecard: The Power of Alignment

SPONSORSHIP AND EXHIBITION OPPORTUNITIESSponsorships and exhibits are excellent opportunities for your company to showcase its products 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 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. For more information on sponsoring or exhibiting at this or upcoming events, please contact Simon Copcutt at 1 (212) 885-2771 or [email protected].

Attend the MUST SEE

pre-conference workshops

designed to address challenges

and come up with actionable

solutions!

See page 3.

P.S.

2 www.PerformanceMGMTConference.com | 1-800-882-8684 | [email protected]

“Comprehensive, connecting and

complementing to what we are doing in our organization both in long term and short

term strategic planning and strategy in action.”

IFFCO GROUP

ABOUT THE BALANCED SCORECARD INSTITUTEThe 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 measurement, and transformation and change management.

Products and services include public and on-site courses, facilitation and consulting services, and information and tools used by executives, managers and analysts to transform their organizations into “performance excellence” organizations.

The Institute also provides, through the balancedscorecard.org website, a resource to obtain information, ideas and 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. www.balancedscorecard.org


PRE-CONFERENCE WORKSHOPS Tuesday, November 13th, 2012

7:15am Registration | 8:00am – 10:00am

21st Century Balanced Scorecard Systems A Historically, balanced scorecard systems have been defined by the performance measures that make up the final

scorecard. Today, these systems are much more robust and are used to align an organization around the strategies that define the organization’s vision and mission. This workshop will teach you how to build your system from the strategic components that already exist in your organization. Learn how a “21st century” scorecard system can help improve organization performance, alignment and both individual and corporate accountability. This is a “how-to” workshop, developed and presented by the people who transformed scorecarding from simple performance measurement to integrated strategic planning and management -- the Balanced Scorecard Institute.

How you will Benefit: • Build your scorecard system starting with the strategic elements you already have • Turn your measurement-focused, balanced scorecard into a strategic performance management scorecard • Learn the critical elements that define a successful scorecard system • Learn how to align an organization – people, strategy and vision – using a scorecard system

Your Workshop Leader: Howard RohmCo-Founder,The Balanced Scorecard Institute Creator, Nine Steps to Success™ Balanced Scorecard Framework

2:30pm Registration | 2:45pm – 4:45pm

The Neurobiology of Change: Working with the Brain, Instead of Against ItDNeuroscience has made great strides in the past two decades, providing a number of useful insights for leaders

looking to drive change among employees, customers and other stakeholders. The structure and function of the brain has a great deal to do with what people are able/not able to do – individually and collectively. This workshop will take a practical approach to some of the key barriers and enablers, with some refreshing stories about how they were discovered. Your experience will conclude with a review of Do’s and Don’ts, and an opportunity to ask specific questions and applications to participants’ enterprises.

How you will Benefit: • Learn how resistance to change is “hard wired” into our brains • Understand what Neuroscience tells us about what enables change • Discover how to create an organizational learning environment that fosters adaptability, resilience, and better collaboration • Develop three practical steps you can use tomorrow

Your Workshop Leader: Marsha ShenkFounderThe BestWork® People

10:00am Registration | 10:15am – 12:15pm (Lunch to be served during this session)

Change Management in an Exponential World B Today’s digital revolution is completely redefining the fundamental principles and practices of management. A

19th century linear management model is no longer sustainable in a 21st century exponential world. Recently the scientific world was astonished when, in only ten days, a disparate group of online student gamers used their collective intelligence to solve a molecular puzzle that had baffled professorial experts for over a decade. When organizations have the processes to collate their collective wisdom, they quickly learn that nobody is smarter or faster than everybody. They also learn that leveraging collective intelligence is the key to managing change and achieving extraordinary performance. In this highly interactive session, you and your fellow participants will aggregate your own collective knowledge to quickly solve a difficult problem. And you will discover how you can turn this rich asset into a competitive advantage by creating a smarter, faster organization that easily moves at the pace of accelerating change.

How you will Benefit: • Discover the new skills-set for successfully managing change in a more complex, hyper-connected world • Understand the five fundamental disciplines that drive extraordinary performance • Learn how you can quickly collate your organization’s collective intelligence to define the right strategy and build employee buy-in. • Leave with a tool that will enable you to use the full diversity of knowledge within your organization to stay ahead of the pace of change

Your Workshop Leader: Rod Collins Owner Wiki-Management, LLC

12:15pm Registration | 12:30pm – 2:30pm

Identifying the Right Measures to Drive PerformanceCWhether you’re building a balanced scorecard for your organization’s strategic management or a leaner KPI (key

performance indicator) scorecard, developing the right number and combination of performance measures is not only essential, it is often the most challenging part of any scorecard work. Using Stacey Barr’s performance measure design model and the Logic Model, you will learn how to focus your energy and effort to “Measure what matters,” as Stacey Barr often says, without over burdening scorecards with too many measures that “don’t matter.”

How you will Benefit: • Effectively translating organization, departmental and employee strategy into measurable results

• Understanding the difference among input, process (lead measures), output, intermediate outcome and end outcome measures (lag measures) • Develop strategic outcome and output –focused performance measures • Target and threshold setting

Your Workshop Leader: Jerry Stigall Director, Organization Development, Strategy, & Policy Douglas County Government


MAIN CONFERENCE DAY 1 Wednesday, November 14, 20127:45 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 MANIFESTOIs 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 PERFORMANCEIn 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 & TOOLSChange 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

CASE STUDY: STRENGTHENING YOUR STRATEGIC FOCUS & PERFORMANCE • Transforming the Dashboard into a more strategic tool• Driving performance to best increase strategic success • Determining the right objectives to help achieve your goals• Communication and tools to sharpen strategic focus• The strategic intent role of the Enterprise Strategy GroupElaine Furlow Director Strategy & Planning AARP

CASE STUDY: HOLISTIC CHANGE MANAGEMENT: ENABLING A COMPANY TO EFFECTIVELY CHANGE• Review the overall process: define, engage, deploy, ensure• Define: Create the logic• Engage: Capture the hearts and minds• Deploy: Take to the masses• Ensure: Secure the improvements• Combining the concepts of Balanced Scorecard, Project Management and traditional Change Management• Creating better opportunities for sustaining successful efforts for improvementDouglas C. Bean Chief Operating OfficerEric Mower and Associates

PERFORMANCE MANAGEMENTTRACK A

CHANGE MANAGEMENTTRACK BTRACK SESSION BEGINS

1:15


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• Fosteringacultureofcontinuousimprovementfromthetopdownandensuringleadershipbuy-in• Ensuring clear communication • Addressing the major pitfalls and challenges

Moderator: Alan Fell

International Senior AssociateThe Balanced Scorecard Institute

Panelists: Michelle Brown Vice President of Corporate Performance Improvement Universal American

Dorothy E. Swanson ChiefFinancialOfficerforJohnsonSpaceCenter NASA

Douglas C. Bean Chief Operating Officer

Eric Mower and Associates

Susan Hill Director, Strategic Planning and Analysis Group Center for Strategic Planning,

Centers for Medicare & Medicaid Services (CMS)

5:15 Close of Main Summit Day One

5:45 Cocktail Reception

2:45 Afternoon Networking & Refreshment Break

CASE STUDY: BUILDING AND ENHANCING YOUR BALANCED SCORECARD• Starting with the elements you have• Understanding the critical elements of a best practice scorecard system• Developing meaningful strategic and operational performance measures• Prioritizing and managing strategic initiatives• Overcoming implementation and sustainability challenges Lee Lopez, Director, Strategic Performance and Management Defense Finance and Accounting Service (DFAS)

METHODS TO SUSTAIN THE CHANGE: MEASUREMENT SYSTEMS, REWARDS AND REINFORCEMENT • Once change has been implemented and initially embraced, how do you sustain that feeling?• What are the key measurements to focus on?• How do you ensure your rewards and reinforcement system are motivating your employees?• How much communication with employees is required for adequate feedback?

MAIN CONFERENCE DAY 1 (continued)Wednesday, November 14, 2012

PERFORMANCE MANAGEMENT CHANGE MANAGEMENT

3:45

2:00 CASE STUDY: STRATEGY DYNAMICS AND RAPID PACE INNOVATION A Dynamic Model of the strategy process takes into consideration that strategic planning is dynamic, partially planned and partially unplanned. Design Thinking refers to the methods and processes of creating innovative solutions for ill-defined problems. This session will explore the intersection of Strategy Dynamics and Rapid Pace Innovation:

• The evolution of strategy models and design thinking • Overcoming time compression diseconomies • Causal ambiguity and capabilities • The systemic meta viewFrank Mruk Associate DeanNew York Institute of Technology

CASE STUDY: LEADING YOUR EMPLOYEES THROUGH CHANGE• Addressing employee fears and concerns• Ensuring good communication from the top down• When should you delegate? Control the information you give by using managers who know their staff and know how best to communicate• Enabling and encouraging employee feedback and questions• Do you have the right coaching skills?• Keeping a balance between individual needs and the overall needs of the organization.Dorothy E. Swanson ChiefFinancialOfficerforJohnsonSpaceCenter NASA

“It was a wonderful experience sharing ideas with other practitioners of the BSC from other corporate organizations.” - Uganda Revenue Authority

CASE STUDY: UTILIZING THE BALANCED SCORECARD AS A STRATEGY MANAGEMENT SYSTEM• How aligning and cascading a Balanced Scorecard allows you to leverage input and data from each tier of your organization• How automation of your Balanced Scorecard helps to create a Strategy Management System that allows you to identify linkages and impacts that were unseen on paper• Managing performance of your strategy and your organization through a Strategy Management System • Creating organizational change through performance management reviews focused on data analysis and review of what’s important now

Sylvia Erika Peré Chief, Strategic Planning Division,U.S. Army Medicine, Office of the Surgeon General

John Ritchie Strategic Management Analyst Directorate of Strategy Management,U.S. Army Medicine, Office of the Surgeon General

CASE STUDY: SUPPORTING CHANGE THROUGH THE DEVELOPMENT OF COMPETENCY AND KNOWLEDGE • Selecting training & performance building strategies that fulfills organizational needs• Recognizing the essential part played by talent management and its benefits• Building an internal capacity for strategy facilitation• Enhancing strategic planning, performance measurement and strategy management competencies and support across the organization

Susan HillDirector, Strategic Planning and Analysis Group Center for Strategic PlanningCenters for Medicare and Medicaid Services (CMS)

Walter Mitton Management Analyst, Center for Strategic Planning, Centers for Medicare and Medicaid Services (CMS)

PERFORMANCE MANAGEMENTTRACK A

CHANGE MANAGEMENTTRACK BTRACK SESSION BEGINS

1:00

MAIN CONFERENCE DAY 2 Thursday, November 15, 20127:35 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 ChiefFinancialOfficer 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



MAIN CONFERENCE DAY 2 (continued)Thursday, November 15, 2012

DEVELOPING MEANINGFUL PERFORMANCE MEASURES OF RESULTS• Addressing the challenges of measurement-based management• Translating strategy language into clear, measurable and desired results• Developing strategic, outcome and output focused performance measures• Ensuring a quality reporting system• Key lessons learned • Major pitfalls and challenges in developing performance measures and results

Monica R. Allen Performance & Evaluation Manager, Office of Management and Budget, Mecklenburg County Manager’s Office

UNDERSTANDING PERFORMANCE ANALYTICS• Examples of how performance analytics can better inform decision making• Choosing software tools to make performance analytics work for your organization – a step by step practical approach• Moving from performance data to performance information to business intelligence using performance analytics• Practical application of performance analytics in business, government, and non-profit organizationsDavid WilseyVice President of Education & TechnologyBalanced Scorecard Institute

CASE STUDY: HOW TO ATTAIN EFFICIENCIES & ROI USING PERFORMANCE SCORECARDS AND DASHBOARDSOrganizations are increasingly looking at ways to drive higher business performance – at the individual department level and across the organization. However, the inability to effectively monitor and measure operations, establish a line of sight between the overall company strategy and supporting operations, plus the lack of mechanisms that help drive improvements in underperforming areas are often cited as the biggest impediments to achieving better business performance. Attend this session to learn how a local utility company:

• Moved beyond just monitoring the business, to creating an environment of continuous performance management that drives informed decision-making • Received an ROI of $3 million by: automating their KPIs, 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

MOBILIZING AND MOVING FORWARD: ACCELERATING STRATEGY EXECUTION AND CHANGE IN DYNAMIC TIMES• Change Management case studies: key do’s and don’ts to accelerate results for major strategy execution/change efforts with real-life examples and outcomes• Building trust during a long-term change that you know where the organization is headed - personally, holistically, realistically and for amplification• Nurturing commitment to change by lighting the fire, creating a burning platform, creating sufficient urgency, convincing yourself and others why you care about the change• Building confidence in the change process through effective 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

PERFORMANCE MANAGEMENT CHANGE MANAGEMENT

1:45

3:15

2:45 Networking & Refreshment Break

4:00 PANEL DISCUSSION: CREATING THE PERFECT ACTION PLAN FOR YOUR ORGANIZATIONPlease 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 organizationPanelists:Michelle Brown Vice President of Corporate Performance ImprovementUniversal American

Lesley B. Hazleton CFO FreeFlight Systems

Dan Montgomery Ed Martinez Vice President, Professional Services CMA, MBA, VP- Shared Services

Balanced Scorecard Institute The Wendy’s Company

4:45 Main Conference Concludes

“The most comprehensive approach to integrate strategic planning with performance management.” - President, Board of School Superintendents

An end user is defined as a professional in profit, non-profit and governmental industries.

A vendor is defined as equipment, technology or service providers.

All-Access Pass includes the 2 day main conference and all workshops. Please note multiple discounts cannot be combined. A $99 processing charge will be assessed to all registrations not accompanied by credit card payment at the time of registration. Call for team discounts.

MAKE CHECKS PAYABLE TO: IQPCA $99 processing charge will be assessed to all registrations not accompanied by credit card payment at the time of registration.

* CT residents or people employed in the state of CT must add 6% sales tax.

Details for making payment via EFT or wire transfer: JPMorgan Chase Penton Learning Systems LLC dba IQPC: 957-097239 ABA/Routing #: 021000021 Reference: Reference: Please include the name of the attendee(s) and the event number: 21005.002

Payment Policy: Payment is due in full at the time of registration and includes lunches and refreshments. Your registration will not be confirmed until payment is received and may be subject to cancellation. For IQPC’s Cancellation, Postponement and Substitution Policy, please visit www.iqpc.com/cancellation

Special Dietary Needs: If you have a dietary restriction, please contact Customer Service at 1-800-882-8684 to discuss your specific needs.

Location and Lodging Information:

©2012 IQPC. All Rights Reserved. The format, design, content and arrangement of this brochure constitute a trademark of IQPC. Unauthorized reproduction will be actionable under the Lanham Act and common law principles.

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q WORKSHOP A: 21st Century Balanced Scorecard Systemsq WORKSHOP B: Change Management in an Exponential Worldq WORKSHOP C: Identifying the Right Measures to Drive Performanceq WORKSHOP D: The Neurobiology of Change: Working with the Brain, Instead of Against Itq CONFERENCE ONLY q ALL-ACCESS PASS

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Mail: IQPC, 535 5th Avenue, 8th Floor New York, NY 10017

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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

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 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 financialservices,technologyandthepublicsector.Formoreinformation,visitwww.BIRTPerformanceAnalytics.com.

Spider Strategies, Inc., is an award-winning software company headquartered in Washington, DC. Spider Strategies helps corporations, government, military and non-profit organizations drivemarket-leadingperformance.Foundedin2003,SpiderStrategiesbeganasaweb-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 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 andnot-forprofitorganizations.Followingthissuccess,in2008SpiderStrategiesintroducedQuickScoretobringthissame technology to organizations using a Balanced Scorecard. Spider Strategies’ commitment is to create easy-to-use Strategy and Performance Management tools to help organizations assess key metric performance, take corrective actions, and collaborate on measurable improvement. www.spiderstrategies.com/tour/balanced-scorecard-software/

Performance Strategy & Change Management Brochure 11 13 2012

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