Breakout Sessions
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Breakout Session Schedule:
May 7  May 8 
 10:30 am - 11:45 am  10:30 am - 11:45 am
 1:30 pm - 2:45 pm 2:00 pm - 3:15 pm 
 4:00 pm - 5:15 pm 3:30 pm - 4:45 pm 

 

Click here to view the Conference-at-a-Glance.

 

May 7, 2015

10:30 am - 11:45 am

 

Designing for Global Organization Agility:

Creating a Nimble and Resilient Organization to Meet Global Challenges


Brian E. Wilkerson
Managing Director, Revolution Advisors LLC

This workshop will present an integrated approach to both strategy planning and execution that increases the agility and resilience of the organization using tools and levers such as simulations and organization design to improve the ability of organizations to systematically capitalize on opportunities and overcome emerging threats.  Track:
International
 

Getting Bang for the Buck:
Translating Strategy from the Page into Action


Christine Cordes
Strategic Management Principles, Mitre

Reed Livergood
Strategic Management Principles, Mitre

Amy Squires
Strategic Management Principles, Mitre

 

James B. Treat
Division Chief, American Community Survey Office, US Census Bureau

Strategy can die on the page. So, how do you make it real?  This panel will explore the lessons learned within a federal program that systematically implemented the full spectrum of strategic management capabilities.  This implementation enabled the program to shift from a reactive position, responding to ad hoc requests, to defining a strategic mission-driven direction that determined their actions and investments and enabled them to manage execution over time toward desired results. Tools discussed include performance logic model, work selection evaluation criteria, a performance framework, roles and responsibilities matrices, and charters. 

Track:

Government

 

Optimizing Integration:
A Proactive Path to a Cost-effective Enterprise

 

Tom Morley
President and Managing Director, Snowflake LLC

Deliver on essential mission objectives at an acceptable, affordable, sustainable cost. That is every organization’s ultimate goal. Leaders generally acknowledge this, but few proactively plan and manage to achieve this state of “total business cost-effectiveness”. By optimizing the contributions of inter-connected elements of the organizational systems that produce results, however, agencies, businesses, and non-profits can become “Integrated, Cost-effective Enterprises” (ICE) that consistently anticipate and respond to customer, constituent, corporate, and shareholder requirements demands. This session addresses why executives should care, how they and their strategic planning partners can accomplish this goal, and how they can institute ICE concepts in an overall management approach.


Track:

Non Profit

 

Lessons Learned in Driving Strategic Execution Through Effective Governance

 

Gaye I. Clemson  
Senior Consultant and Change Adoption Lead, Cisco Systems

Alan Leeds
President, Y-Change Inc.

History has demonstrated that even with Executive Sponsors, Steering Committees, scorecards and dashboards completed strategic initiatives don’t achieve the strategic goals set for them. Experience at Cisco Systems has shown that often the weakest link is not due to ineffective project or program execution but more often is due governance challenges. This presentation will review innovative techniques that are delivering results in the area of automation, change adoption and leadership including introducing the concept of a strategy performance officer as a new role needed to drive this charge. 

Track:

Practices & Techniques I

 

From stone tablet to web-hosted planning and execution:

An electric utility advances its tools in response to a rapidly changing environment


Greg Ridderbusch
Vice President, Business Development and Strategy, Great River Energy

Learn about how a nationally recognized innovative electric utility advances its strategy development, processes and tools to enable the planning and execution required in a rapidly changing business environment. Participants will learn several proven techniques and approaches used to evaluate and assess the engagement and strategic alignment of an electric cooperative that encompasses broad stakeholder input throughout the strategy development lifecycle. This approach, called the Connect the Dots alignment process, helped GRE earn several recognitions including, “Best place to work” from Minneapolis St. Paul Business Journal and Minnesota’s “Great place to work” by Minnesota Monthly two years in a row.   

Track:

Practices & Techniques II

 

1:30 pm - 2:45 pm


Evaluating Strategic Impact:
A Systems Thinking Approach ®


Barbara A. Collins
Global Partner, Haines Centre for Strategic Management

Organisations are now being asked about their IMPACT. How do you know that key strategies your organization is pursuing the right ones to achieve this impact?  Are they being executed to maximize impact?  How do you know?  In this workshop, we’ll present some practical methods of evaluating and measuring your strategic impact, and some decision-making tools and processes to ensure you can improve your strategic impact year after year.

Track:
International

Tri-sector Leadership:
Strategic Transformation of Local Governments

 

Manshi Low
Director of Business Development, Veolia North America

Scott Towler
Director of Business Development, Veolia North America

As our world becomes more globalized, we need to prepare our governments in their role in a new type of tri-sector leadership – where government, the industry, and nonprofits continually collaborate and continually negotiate with one another.  Using practitioner’s insight and lessons learned from doing turnarounds of public utilities, the workshop illustrates how to transform local governments into taking a strategic role in tri-sector leadership.

Track:

Government


Strategy Leadership Trumps Strategy Management

 

Kenneth E. Meyer
CEO and President
Alignment at Work, LLC

Whether a non-profit, government agency, or commercial enterprise, the most frequently missing link to strategic planning is clarity. Without clarity a strategic plan is nothing more than a bunch of well-intended purposes requiring burdensome, costly hands-on management (not leadership) resulting in slow responses to today’s fast changing environments. Attendees will receive a set of tools that will assure six points of clarity within their strategic plans. Among the tools is “The Same Page”, a document that not only facilitates the creation of the plan, but also serves as a tool to assure the successful execution of the plan; and the Structure that visibly shows how the many plan purposes are connected and supported as well as a way to measure the clarity of the plan.

Track:

Non Profit


Making Real Sense of Strategy Execution:
A Holistic Planning Toolkit 

 

Husam A. Amara, DBA
Managing Director and Co-founder, Sarayah Resources SARL

Strategic Management can be a mysterious term to many executives, managers and employees, which increases the pressure on the proof- of-concept to many strategic leaders and professionals. Participans will learn a plan-to-implement tool kit and how to execute a strategy by cascading it deeply in the organization and translating strategy into all aspects of operation like budgets, priorities, initiatives, value-add enforcement, performance measures, process improvements, and corporate governance.


Track:

Practices & Techniques I


Why Scenario Planning is an Essential Strategic Approach in Today’s Environment

 

Diane M. Meister 
Founder and CEO, Meridian Associates Inc.

Herb Rubenstein
Principal, Meridian Associates Inc.

This interactive case study-based session will demonstrate how two organizations have, in the past year, used Scenario-Based Strategic Planning to reinvent how they plan for and invest for an uncertain future. Participants will leave with a valuable approach to identifying and managing strategic risk in your organization, defining and monitoring predictive indicators in your industry, and steering the growth and evolution of your organization.


Click here to view a Conference Media Moment with Diane Meister.

Track:

Practices & Techniques II



4:00 pm - 5:15 pm


How to Use Strategy to Navigate Dynamic, Hypercompetitive, Digital, and Global Markets 

 

Mark Towery
Managing Director, Geo Strategy Partners

The focus will be on how strategic positioning and competitive/go-to-market strategy work together to allow organizations to compete more effectively.  We will dispel the myth that strategy is ineffective in a fast-paced, ever-changing competitive environment and demonstrate why the more global, digital, competitive, and dynamic the competitive environment, the more clear strategic positioning is essential.   We will explain the differences in Asian and Western strategies to provide even deeper understanding.

Track:
International

Me to Us:
Collaborate, Ideate, Innovate (Keys to Success for Complex Organizations in a Disruptive Era)

 

Joe Coberly
Senior Technology Strategist and Georgia Innovation Program Lead, Georgia Technology Authority

We live in a disruptive era the likes of which we have not seen for over 100 years. Your organization needs to be more agile than correct, more open than secure and more collaborative than decisive.  In this session you will learn about a general approach to collaborative, strategic, innovation within complex organizations and see examples from the creation of an Agency Innovation Program within the state of Georgia that is now being used to bring diverse agencies together to collaborate, sharing the costs and benefits of implementing enterprise solutions to common business problems. 

Track:

Government


Planning from the Outside-in:
Achieving High Performance Through Evidenced-based Planning and Stakeholder Engagement   

 

James Bente
Vice President, Planning and Institutional Effectiveness, College of DuPage

Joel D. Lapin
Professor Emeritus, Community College of Baltimore County

In today’s environment of financial constraints, accountability and transparency demands, for organizations to be successful in meeting the ever changing needs of their customers and other stakeholder they need to have an externally-focused, evidenced-based roadmap for action. Using real-life examples and experiences participants will obtain an in-depth understanding of how College of DuPage develops, implements, updates and uses its strategic long range plan to deliver superior academic, financial and operational results.

Track:

Non Profit


Globalizing Your Strategy Process by Integrating Risk Management into Strategy Formulation and Monitoring

 

John McGonagle

Managing Partner, The Helicon Group


Strategy development professionals can markedly enhance their work by integrating the principles and methods of Risk Management and its “cousin”, Competitive Intelligence, into both the development and the monitoring of their global strategy. Participants will gain an understanding of the real meaning of Risk Management (hint – it includes a focus on positive as well as negative risks), its globally accepted, disciplined approach (ISO 31000), and how risk management can improve strategy development. 

Track:

Practices & Techniques I


Recreating a vanished industry:
From Taichiung to Motown

 

Mike Bauer

President, Edge Consulting


Bringing manufacturing capability back to the U.S. is an exciting opportunity, and fairly straightforward…if the U.S. already has the “know how”. But what if that capability has been lost? What if, instead of “lift and shift”, you must rebuild a vanished industry? In less than a year? Hear how we went from zero-to-thousands of units in this actual case study of a popular U.S. brand. Moving an industry from Taiwan to the U.S. presents unique challenges, from understanding each country’s business and regulatory climates, rules and regulations, to developing a global, strategic and detailed operational plan. Using a case study from 2014, attendees will hear how the project was successfully designed and delivered.

Track:

Practices & Techniques II               



May 8, 2015

 

10:30 am - 11:45 am


Global Strategy with Local Execution


Sirin Kopucu

Principal, StrategicShifts Inc.


This session will discuss different market entry experiences of internationally growing firms.  Understand the importance of building trust, an essential global leadership skill, early on and continuously when entering markets successfully.  Identify the key elements of a global strategy that intends to build trust and the role of local market understanding in developing and implementing the global strategy effectively.  Apply newly acquired knowledge and skills by discussing a case study.

Track:

International

 

Strategic Planning within the Postal Service


Keith Butler
Strategic Initiatives Program Manager, United States Postal Service

This workshop will provide a unique perspective on strategic thinking and innovation within a major independent agency of the Federal government, the Unites States Postal Service.  In this session, you will learn about the strategic planning process within the USPS, the challenges facing the organization at present, and scenarios that outline the potential future direction of the USPS.

Track:
Government

What do You Want from Me?  
Funders, Capacity Builders, and NP Executives Discuss Strategic Planning 


Gail Crider
President and CEO, National Arts Strategies

Rick Moyers
Vice President Program and Communications, Meyer Foundation 

Heather Iliff
President & CEO, Standards for Excellence Institute and Maryland Nonprofits

Moderated by Denise McNerney, CEO, iBossWell

Read the blogs, LinkedIn discussion treads, attend conferences, or just talk to people in the field, and it’s easy to come away with the perception that nonprofit leaders, grant-making organizations, and individuals or groups that provide capacity building services look at strategic planning through different lenses and with far different expectations and goals.  In this panel discussion we’ll talk about those expectations and perceived differences, consider the growing demand for results reporting as seen from the unique perspectives of funder, nonprofit leader and capacity builder, and try to forecast the future of strategic planning for nonprofits.  This session will include a panel discussion and a Q&A with the audience. 

Track:

Non Profit


Mapping and Measuring Strategy:
How to Translate Strategic Thinking into Results

 

David Wilsey
COO, Balanced Scorecard Institute

Participants will learn basic balanced scorecard (BSC) techniques based on BSI's Nine StepsTM strategic planning and management methodology and drawing on key elements from both the BSI/George Washington University Balanced Scorecard Professional Certification Program AND the PuMP® Performance Measurement Certification Program, it is ideal for participants that want a high level understanding of strategy mapping and KPI development. The emphasis will be on practical techniques, real-life examples, and hands-on exercises.  

Track:

Practices & Techniques I


A Framework for Aligning Strategy and Execution

 

Joseph Czarnecki
Vice President, Product and Sales Support, IPS Learning

Achieving desired organizational and team results are most likely to occur when strategy and execution are aligned. This session offers concrete solutions for attendees to implement immediately based on a proven six-part framework and real-life examples that demonstrate its effectiveness. Participants will learn about the Strategic Execution Framework and the Strategy Execution Mapping model that will serve as a roadmap for improving strategic alignment. Participants will also be given tools to evaluate, address and influence culture in their organization. Attendees will leave the workshop with the behavioral skills and techniques necessary for a project manager to manage their interconnections and networks globally in order to take their work to the next level. 

Track:

Practices & Techniques II


2:00 pm - 3:15 pm


Achieving the Impossible…through Strategy


Samah Salman

The DAL Group Ltd.


This session will explore how a Sudanese company that believes in transforming the food industry to improve the quality of human life, is achieving its strategic vision to become one of the future breadbaskets of the Middle East and Africa.  This company is at the forefront of developing and implementing a sustainable strategy. Participants will learn more about how to develop and implement strategies in complex operating environments, such as emerging and developing markets.  


They will learn how critical it is to update environmental indicators at both the global and local levels to generate strategic growth assumptions to reflect changes in their external operating environment (both controllable and uncontrollable).   

Track:

International

 

Improving Government Performance in the US


Betsy Newcomer
Vice President, Office of Management and Budget, Executive Office of the President

Learn the new requirements for setting actionable goals and instituting data-driven performance reviews across the federal government, including cross-agency goals.

Track:
Government

Continuous Global Environmental Scanning to Inform Strategy

 

Robert H. Rich, PhD CAE
Director, Strategy Development, American Chemical Society

While most strategy relies on episodic “environmental scans” in preparation for formal strategic planning, today’s rapidly changing environment requires a more continuous process.  Learn how one not-for-profit association was able to create a sustainable and comprehensive ongoing scanning capacity and experience key aspects of the process used to consider future trends, possibilities, and uncertainties.

 

Click here to view a Conference Media Moment with Robert Rich.

Track:

Non Profit


Business Overhead to Opportunity:
Transforming Employees into a Star Sales Force

 

Donald Ellison

President, Government Relations LLC

 

In this session you will learn how to establish business processes, such as export management systems, that serve as powerful competitive advantages for your company and formidable barriers of entry against your would-be rivals. 


Click here to view Don's Conference Media Moment.

Track:

Practices & Techniques I


Is it better to have a great strategy poorly executed or a poor strategy well executed?

 

Ted Jackson
Managing Partner, Ascendant Strategy Management Group

A good strategy, poorly executed is worthless.  Having a disciplined strategy execution process means that you can adjust your strategy (even if it is poor) over time and increase your success rate.  This workshop will teach you tips and tricks to improve your odds. This working session will cover some basic Balanced Scorecard techniques, but it will mainly focus on characteristics of good strategy review meetings.  We will also have an exercise on how to overcome the monsters that can get into your management reporting process.

Track:

Practices & Techniques II



3:30 pm - 4:45 pm


Seizing the Global Markets by Predicting and Profiting from Disruptive Innovation


David Ellison

Vice President, Government Relations LLC


As technology develops increasingly quickly and the world flattens, going global is no longer an option -- it is a requirement.  In this session you will learn  how to develop and implement an export strategy that exploits and predicts disruptive technology; how to dominate a foreign market by being introduced to a few key thought leaders - even if you don’t know anyone or anything about the new market, including the language, and how to “Audit for Profit". 

Track:

International

 

Creating a High Performing Culture in a 21st Century Work Environment


Naomi S. Leventhal, PhD
Independent Consultant

Today’s leaders need to be able to support 21st century workplace strategies of virtual work teams, telework, and open office models with cultures that promote high quality performance. This session will identify the challenges of this new work environment and provide strategies to address these issues, focused on using the transformation of the workplace as an opportunity to build a more focused, high performing workforce.

Track:
Government

Growing Volunteer Leaders:
Implementing a leadership development academy

 

Kevin Nourse, PhD 
Principal, Nourse Leadership Strategies

Alice Waagen, PhD
Principal, Workforce Learning LLC

An increasing number of non-profits and associations are recognizing the importance of formal leadership development programs to help their members advance in their careers and to create a pipeline of talent to assume current and future volunteer leadership roles. Investing in formal leadership development programs often entails a significant investment of time and resources. In this interactive presentation, you’ll walk away with powerful lessons learned from two leadership development experts who have successfully implemented leadership academies in non-profit associations. 

Track:

Non Profit


Benchmark your Performance Management Maturity and Create the Roadmap to Higher Performance

 

Mitchell Weisberg
Managing Director, Lumen Inc.

Where are you on the path to high performance?   Find out by benchmarking your organization’s performance management using a model developed with HP and IBM to compare your organization to a database of peers and create your roadmap to high performance.  Participants who participated in the pre-conference survey will receive the overall results of the survey and have an opportunity to discuss their results in more detail in this highly interactive session. 

Track:

Practices & Techniques I


A New Management Science that Radically Improves the Success of Team Collaborations

 

Juliette Bastian
Balanced Scorecard Institute

Did you know that only 8% of collaborative efforts fully succeed?  Do you have the skills to lead your own team to success?  Newly minted MBA’s from top schools are being trained in a new management science.   This technique is being used to radically improve the success of collaborative efforts such as strategic planning and management.  Attend this session to “refresh your MBA” and learn this new technique.

Track:

Practices & Techniques II



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200-411 Richmond Street East
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p.1.844.345.2828
f. 416.929.5256

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