2010 Programme

The programme for the Business Performance Summit 2011 is currently under development.
For all speaking opportunities, please contact: Stephen Pobjoy Senior Producer, World Trade Group, Tel: +44 (0)207 202 7649

day one | day two

Day One14 June 2010
08:00
Summit registration and refreshments
09:00
Chairman's introduction to the summit: Connected performance
  • Translating strategy and measures into actions
  • Technology and organisational investment in performance planning, performance insight and performance culture

Prof. Andy Neely, Chairman of the Centre for Business Performance, Cambridge University and Cranfield School of Management
09:30
Keynote - Business performance in converging businesses at Sony Ericsson
Case study - The art of being agile and competitive using market insight and strategic planning
  • What do you do when the mobile communications industry radically changes within 12 months… every year?
  • How to manage the catch 22 situation of the need for long term targets and strategies and at the same time be agile? How can you change total investment focuses in a short time?
  • How do you communicate agile strategies clearly to over 7000 employees? And how to communicate and present to management for decision making?
  • Why has Sony Ericsson implemented business performance management? To align and change people’s behavior and perceptions.

Marcus Emne, Head of Business Performance Management, Corporate Development & Planning, Sony Ericsson Sweden
10:15
Beyond Budgeting Case Study: The world has changed - what about the way we lead and manage?
The continuing Beyond Budgeting journey at Statoil
  • The problems with traditional management
  • Statoil's Beyond Budgeting model "Ambition to action"
  • Relative and dynamic target setting
  • Dynamic forecasting and resource allocation
  • Holistic and values based performance evaluation
  • The Finance/HR partnership: why HR must be on board • Implementation experiences and advice

Bjarte Bogsnes, VP Performance Management Development, Statoil
11:00
One-to-one meetings, networking and morning coffee
12:20
Workshop: Business Intelligence
Does your business have the right information to prepare for the future? The execution of business strategy is often hampered by a lack of reliable information. In today’s turbulent and unpredictable conditions, it’s more important than ever to gain continuous market insight and have the agility to react quickly.

  • Building Business Intelligence into your organisation
  • Business and functional strategy alignment
  • Performance management process and reporting
  • Integrated information management

Herman Heyns, Partner - Advisory Services, KPMG
13:00
BSkyB Ltd – Using group strategy and measurement to drive the next phase of growth
Case Study Keynote
  • Defining long-term strategy and redefining goals and measurement to aid performance
  • Tailoring the strategy development approach to fit the business – both in content and execution
  • Applying and embedding the framework and aligning resources appropriately
  • Engaging different groups and levels in the business with the new strategies and priorities

Charli Hendley, Director of Business Performance & Planning, BSkyB Ltd
13:40
Networking buffet luncheon
14:40
Operational excellence and quality certification - the continuous curriculum at GE
Case Study Keynote - Capitalising on operational excellence DNA
  • The core competence of operational excellence at GE
  • History of the performance journey and consistencies and differences in application across different businesses
  • How has quality certification evolved internally?
  • Managing excellence during changing business portfolio's and business needs

Olivier Reitz, Corporate Director Quality & Business Excellence, GE
15:25
One-to-one meetings, networking and refreshments
17:10
Workshop: Business transformation – Delivering unreasonable results
Business transformation – Delivering unreasonable results Leading edge insight and real life case studies describing how to design and implement business transformation programmes that deliver unreasonable and long lasting results

  • Why is transformation different from performance improvement?
  • What does it take to deliver transformation successfully?
  • What are the barriers to success and how do you overcome them?
  • What do leaders of transformation programmes need to do?
  • What lessons can we learn from others? Hear case studies from Balfour Beatty and Lloydspharmacy

Toby Ashong, Director and Head of Construction, Rail and Infrastructure, Boxwood Ltd
Matt Clark, Director and Head of Consumer, Boxwood Ltd
17:50
Maintenance Affordability Gaps: deliver annualised savings through an efficiency programme
Case Study - Transport for London. Chaired by Toby Ashong, Head of Construction, Rail and Infrastructure, Boxwood Improve the organisation’s productivity (effectiveness & efficiency) over 3-years through:
  • Challenging the maintenance engineering standards & regimes: move from reactive maintenance to one of predictive and risk based
  • Standardisation of maintenance activities: adopting best industry practice, application of lean methodology to the business operating model
  • Addressing maintenance costs & volumes: better commercial transformation, multi-skilling, use of contractors, optimised supplier base, spares & stock holdings
  • Embedding programme governance and risk management | applying a strategic efficiency programme framework & control demonstrating robust benefit realisation (efficiencies)
  • Deliver emerging affordability gaps effecting the 8-year business plan | further challenging practices and evolving the 3-year efficiencies programme to deliver savings over the full 8-year business planning period

Andy Thomas, Head of Strategic Planning & Performance, Transport for London
18:30
End of day 1, Chairman’s comments

Prof. Andy Neely, Chairman of the Centre for Business Performance, Cambridge University and Cranfield School of Management
18:35
Drinks reception

day one | day two

Day Two15 June 2010
08:00
Registration and refreshments
09:00
Chairman’s comments

Prof. Andy Neely, Chairman of the Centre for Business Performance, Cambridge University and Cranfield School of Management
09:05
Transforming Companies for the Future: A No-Nonsense, Competencies approach
  • Training vs. hiring competence: which is cheaper?
  • Surprising competencies you can measure and train
  • How innovation itself can be rigorously understood and accelerated
  • Leadership that dramatically boosts creativity and innovation
  • Creating a culture of competence for a fast-changing world

Robert Epstein, Ph.D., President, Creativity International
& Lecturer, Rady School of Management, University of California San Diego
09:50
People Performance: Reviews and tactics to measure people performance levels
  • Using people reviews to benchmark and measure between different departments and roles
  • Utilising people and strategic information for board level decisions
  • Driving engagement levels - How engaged is your HR department in the business?
  • Different measures and goals to identify people development requirements

Stefan Tonnon, Director Human Resource EMEA,, Netherlands
10:30
Performance methods: The performance approach at Orange
Chaired by David Howells, Managing Director, External Consulting, Renault-Nissan, Case Study - Orange
  • Measuring service levels through a mix of performance methods - KPI's, Lean and Kaizen
  • Analysing global data and indicators for client and customer data
  • Orange's Lean and flexible approach to performance - how has this effected profitability and customer service levels?

Agnieszka Bulajew, Department Manager, France Telecom / Orange
11:10
Networking and morning refreshments
11:40
Workshop: Increasing performance by reducing complexity
Are you managing the complexity of your business to drive performance? Complexity of an organisation is a major cost driver. It has a significant affect on your customer performance, quality, reliability and availability. Managing it well will give you a major competitive advantage.

  • What is complexity?
  • How do you measure it?
  • Using complexity as a benchmark

Sal Puaar, Senior VP, Celerant Germany
12:20
Transforming Essent to be a high performance organisation of excellence
Case Study - Essent
  • Good is no longer good enough - Programme of performance change to be an excellent company, in every way
  • Gap analysis to identify where the company needs to improve
  • Goals, targets, benchmarking KPI's to implement and measure the new radical strategy and the cultural changes required
  • Opportunities for all - leaders reapplying for different roles
  • Business toughness for programme and overall performance results

Peter Stoppelenburg, Director High Performance Organization, Essent Netherlands
13:00
Lunch – including themed luncheon discussions
14:00
Case Study: A long-term lean journey to emerge from a lean economy
  • Lean is a long-term strategy, not a quick fix solution
  • Making the most from a lean implementation as a journey of organisational learning
  • Behave lean - keeping to lean standards to keep costs sustainable
  • Managing change in your workforce through lean to ensure you achieve your long-term goals
  • Implementing a performance and problem solving culture to reduce waste

Paul Neutjens, Lean Director, Sapa Group
14:45
Case study: Successful implementation of lean management at Euroclear
  • Rationale for implementing lean in a financial company (to manage growth, quality and to transform)
  • Lean management programme – from 2007 to 2010 outcomes and results
  • Implementing 30-50% performance and efficiency improvements through cultural performance change and during financial crisis
  • Impact on the Euroclear's culture and working methods and specific examples from IT and other departments

Vincent Van Lierde, Director, Chief Lean Architect, Euroclear Belgium
15:15
Panel debate: What are the most important challenges facing company performance and profitability?
  • People? Data management and measurement? Delivering and executing corporate strategy?
  • Proving the value of change and transformation to new models and company workings
  • Embedding performance into company culture - what are the barriers?
  • How do you make a performance culture stick?

Prof. Andy Neely, Chairman of the Centre for Business Performance, Cambridge University and Cranfield School of Management
Peter Zorn, Global Head of Lean, Deutsche Bank AG
Stefan Tonnon, Director Human Resource EMEA,, Netherlands
Peter Stoppelenburg, Director High Performance Organization, Essent Netherlands
16:00
Chairman's closing comments. and end of summit

Prof. Andy Neely, Chairman of the Centre for Business Performance, Cambridge University and Cranfield School of Management

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