Document 6570623

Thought
Leader
Global
TM
Corporate
Strategy Execution
4th
PMO, Organisational Maturity, Performance Measurement,
Projects vs. Business-as-Usual, Project Portfolio Management
Framework, Governance, Linking Planning with Execution
October 16-17, 2014 Amsterdam
Zubair Ahmed, Vice President - Information Technology &
Business Innovation, Emirates Islamic
John Donohoe, Director, Project Management Office,
Star Alliance Services
Vincent De Waele, Owner, Changing World
Featuring Case Studies from Directors of Strategy,
Programme Management, Change Management, PMO,
Transformation, Corporate Development
Mann + Hummel How do We Link Strategic Planning with
Strategy Execution
Yuval Dvir Strategy Execution Frameworks
Fanny Lin Danis, Business Management Director (Strategy
& Portfolio), Alcatel-Lucent
Siemens Strategic Scenario Planning - from Future Scenarios
to Strategy Definition and Implementation
Patricie Merkert, Director of Corporate Strategy and
Innovation Management, Mann + Hummel GmbH
Star Alliance Services How to Set up a Project Portfolio
Management Framework
Helmut Koelbl, Sr Manager PMO Europe, Harman Becker
Jyske Bank Execution Excellence: How to Combine Strategy
Execution and Continuous Improvement into a Competitive
Advantage
Yuval Dvir, Former Head of Transformation, Skype
Miriam Cordero, Head of Strategy, BT
Olivier Degeorge, Head of International Business Channels
and Strategy Implementation, Worldline
Matthias Schanze, Head of Strategic Planning, Siemens
Infrastructure & Cities
Guy Bullen, Former Head of Strategy & Sustainability, BT
Operate
Frederic Casagrande, VP, PMO Community of Practice PMI
Thomas Pittschieler, Vice President - Corporate Planning &
Strategy Execution, Mobily
Christian Sorensen, Head of Strategy Execution and
Customer Focus, Jyske Bank
Mobily Connecting Portfolio Management and Successful
Strategy Execution
PMI Performance Measurement Strategies for Successful
Strategies
Alcatel-Lucent From Strategy to Execution: Simplification
and Speed
BT Leadership in Strategy Implementation: Building a New
Generation of Strategy Professionals
Citigroup Executing Strategy in a Highly Matrixed
Organisation
Newedge UK Financial Ltd Getting Stuff Done - The Impact
of Regulatory Change on the Financial Services Sector
Harman Becker The Long Journey of Establishing a Project
Portfolio Management Office within a Worldwide Operating
Enterprise
BT Operate Strategy and Sustainability
(speaker is formerly of BT
Javier Bordes, Director, Head of Corporate Strategy Europe,
Middle East and Africa, Citigroup
Operate)
Julie Taylor, Director Strategy & Implementation, Virgin
Money
Virgin Money Setting up a Culture where Strategy Execution
can Flourish
Worldline Getting Sponsorship on Strategy Execution
John Saffrett, Managing Director, Head of UK Change
Management, Newedge UK Financial Ltd
SPONSORED BY:
www.cognizant.com/consulting/program-management
Thought
Leader
Global
TM
Day 1, October 16, 2014
08.30 Registration and Coffee
09.15 - How do We Link Strategic Planning with
Strategy Execution
Setting the scene
Companies need strategy as much as ever as the
recession continues and the rate of business failures
is still accelerating
•
Companies also need strategic planning, but
different to the traditional way of planning based on
long cycles, forecasting the future and top-down
analysis
•
What is needed is the capability to consistently
identify, rapidly analyse and prioritise strategic
opportunities in a changing environment
Patricie Merkert, Director of Corporate Strategy and
Innovation Management, Mann + Hummel
•
•
10.00 – Strategic Scenario Planning - from Future
Scenarios to Strategy Definition and
Implementation
Matthias Schanze, Head of Strategic Planning, Siemens
Infrastructure & Cities
10.45 – Morning Coffee and Networking
11.15 - How to Set up a Project Portfolio
Management Framework
What is Project Portfolio Management and how it
supports Strategy Execution
•
Linking your Project Portfolio Management Process to
your project management
John Donohoe, Director, Project Management Office,
Star Alliance Services
•
12.00 - The Long Journey of Establishing a
Project Portfolio Management Office within a
Worldwide Operating Enterprise
Project Portfolio Management as a Driver for
Achieving Growth and Cost Optimization
•
Managing the 3 layers of Project Management:
Project Portfolio Management
Programme Management Office
Project Management
•
Understanding the property governance, reporting
structure and the office's role in your organisation
(and how to influence its role and perception)
Helmut Koelbl, Senior Manager PMO Europe, Harman
Becker
•
12.45 - Connecting Portfolio Management and
Successful Strategy Execution
•
Portfolio Management - how to make it work?
•
Strategy Execution - what is it?
•
Best practices and key lessons learned
•
How to assess your strategy execution maturity?
•
An approach that works
Thomas Pittschieler, GM - Corporate Planning & Strategy
Management, Mobily
13.30 - Luncheon
14.30 - Performance Measurement Strategies for
Successful Strategies
Using Metrics to Drive Value and Reinforce
Accountability
•
Audit regularly and compare results against forecasts
•
Implement a feedback loop to keep track on what is
going right or wrong
•
Target setting and tracking for monitoring the
execution path
•
Why strategy directors should use KPIs, dashboards,
business warehouses to better monitor their own
value-adding services
Frederic Cassgrande, Vice President, PMO Community of
Practice, PMI
•
15.15 - Strategy Execution Frameworks
•
Project Portfolio Management
•
Balanced Scorecard
•
Hoshin Planning
•
Which frameworks are suitable for your operations
•
Seeking a common framework for Strategy Execution
Yuval Dvir, Former Head of Transformation, Skype
16.00 – Afternoon Coffee and Networking
16.30 – Leadership in Strategy Implementation:
Building a New Generation of Strategy
Professionals
The Strategic Project Manager and the Executionfocused Strategies
What's the business case? skills and path?
Cultural prejudice: strategist as 'thinkers' executors
as 'doers' how to bridge the gap
Miriam Cordero, Head of Strategy, BT
•
•
17.15 - Strategy and Sustainability
The world is going to get hotter, scarcer and more
transparent. To survive, a company needs to build
sustainability into its strategy, as an integral part of both
planning and execution. This means
• Understanding how to face the disruptive
changes and disasters that will occur in the next
decades due to climate change,
• Defining how to use scarce resources more
effectively,
• Deciding to be fully transparent,
• Operating so as to participate actively in
creating shared value for society.
Most companies probably will not make this pivot change,
and will disappear in the next few decades. We will
discuss the implications of making these changes in both
strategic planning and execution.
Guy Bullen, Former Head of Strategy and Sustainability,
BT Operate
18.00 - Closing Remarks from the Chair and End of Day 1
Drinks Reception
Thought
Leader
Global
TM
Day 2, October 17, 2014
09.00 Chairman’s Opening Address
09.15 - From Strategy To Execution:
Simplification and Speed
Needs in a post merger & acquisition large
organization
•
Governance to implement business operational
strategies through the whole teams
•
Simplification and Speed gained in business
tools/process, as well shaped the company cultures
Fanny Lin Danis, Business Management Director
(Strategy & Portfolio), Alcatel-Lucent
•
10.00 - Getting Stuff Done - The Impact of
Regulatory Change on the Financial Services
Sector
Since 2009 the regulatory microscope has been focussed
on the financial services industry and a plethora of
regulations have been passed with strict timelines for
adherence. This has created a significant overhead for
financial services firms who have had to comply with
these regulations in an ever more competitive sector.
The winners will be those who can adapt their culture to
provide the necessary agility to meet these challenges.
This presentation will focus on the cultural change being
seen in this sector and some of the key attributes for
being successful in meeting these challenges.
John Saffrett, Managing Director, Head of UK Change
Management, Newedge UK Financial Ltd
14.15 - Strategising from Within!
•
Why most companies either do not have documented
short & long term objectives or have it on the shelf
unutilized – Causes & Reasons
•
How successful organizations have excelled in
defining priorities and establishing alignment – Why
is it needed, How does it help
•
Fueling fire by strategizing from within – principles &
benefits
•
Key challenges & learning
Zubair Ahmed, VP – Information Technology & Business
Innovation, Emirates Islamic
Strategy Execution and Culture
15.00 – Setting up a Culture where Strategy
Execution can Flourish
Be aware of the different perspectives on strategy
execution that exist
•
Creating focus, transformational leadership and reenforcement of strategic goals
•
Translating change to a shared success to manage
resistance to change on a large scale
•
How communication, consistency and commitment
can set and keep you on the right track
•
Pragmatic tooling can support you at different steps
of the change and transformation
Julie Taylor, Director of Strategy and Implementation,
Virgin Money
•
10.45 Morning Coffee and Networking
Execution Excellence
11.15 - Execution Excellence: How to Combine
Strategy Execution and Continuous
Improvement into a Competitive Advantage
Christian Sorensen, Head of Strategy Execution and
Customer Focus, Jyske Bank
12.00 - Getting Sponsorship on Strategy
Execution
•
Engaging the Executive Committee
•
Stakeholder communication
•
Performance management information delivery
Olivier Degeorge, Head of International Business
Channels and Strategy Implementation, Worldline
12.45 - 4 Roundtables where delegates will
discuss the following issues:
-Table1:Companies Striving for Mature Strategy Execution
-Table2:Companies at the Earlier Stages of Setting up new
Strategy Execution
-Table3:Organisational Design, Transition, People Issues
-Table4: What Tools Exist for Strategy Execution
13.15 Luncheon
15.45 - Afternoon Coffee and Networking
16.00 - Executing Strategy in a Highly Matrixed
Organisation
Javier Bordes, Director, Head of Corporate Strategy
Europe, Middle East and Africa, Citigroup
16.45 - New Ways to Boost Strategy Execution
Plans
The hypercube of change: how to chose the right
strategy? (based on the model of David Autissier)
•
Why Viral Change © is so effective and how an
Enterprise Social Network can speed it up
•
Exploring new tools and how to use them: from the
World Café to Mindsetter ©
•
How neuroscience (based on the Neurobehavorial
Approach©) can increase your efficiency in
implementing your strategy
Vincent De Waele, Owner, Changing World, Former
Business Transformation Director, Mobistar
•
17.30 - Closing Remarks from the Chair and End of Forum
Thought
Leader
Global
TM
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