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