ASP CHICAGO Presents
Manage Strategic Performance by Using Meaningful Measures
Ultimately, the tangible value of strategy management is derived from successfully achieving an organization’s vision and goal(s) as set forth in the strategic plan of the organization. The process of “achieving” these desired organizational outcomes is called performance management. It includes all organizational activities aimed at ensuring the organization’s strategic goal(s) and objectives are met in an effective and efficient manner.
Performance management can be thought of as comparing the organization’s “Actual Results” against its “Desired Results.” Any discrepancy, where Actual is less than Desired, constitutes a performance improvement zone requiring attention. Performance Management is done effectively if built around “meaningful measures”, embraced across the organization, and used to validate performance or make mid-course adjustments.
- Learn how other organizations manage performance of their strategic plan
- Understand how to establish meaningful strategic measures known as KPIs or OKRs
- Learn how to gain employee engagement in making the investment required to build a system.
- Reinforce the notion “organizational focus” is enhanced when a team measures the right things.
- Understand the importance of education, tools and process.
5:30 PM to 5:55 PM Registration and Networking
5:55 PM to 6:00 PM Call to Order, Chapter Introduction and Announcements
6:00 PM to 7:15 PM Speaker Presentation and Q&A
7:15 PM to 7:30 PM Additional Networking and Discussion
DATE & TIME
November 13, 2017 from 5:30 – 7:30 PM CST
$25 ASP Members; $45 Non-ASP Members
Archer Daniels Midland Headquarters
77 West Wacker Drive Suite 4600
Join us in the discussion!
| About Panel Speakers
Silvia Prickel is Managing Director, Enterprise Quality and Release Management at United Airlines. She is a seasoned IT veteran with a proven track record of leading, managing and delivering highly successful business solutions to achieve revenue and efficiency targets. Prickel has expertise is in Business Strategy, Workflow Optimization, Organizational Change Management, Operations, Quality Assurance, and Application Delivery. As an IT Service Management, certified professional and a Six Sigma Black Belt, her passion is in streamlining operations and improving quality. She has co-authored three books for IT Professionals, and can share perspectives in speaking engagements at Technology Conferences around the world. Prickel is active member of the Global Connected Aircraft Advisory Board, the Project Management Institute (PMI) Council, Association of Information Technology Professionals, and the Metropolitan Club Board. Accountability is her #1 core value, and her strength is in building relationships that last, and most known for getting things done.
Daniel Kotecki is currently the Assistant Vice President of Operational Excellence at Cancer Treatment Centers of America (CTCA). Cancer Treatment Centers of America is a national provider of cancer care with a network of five regional medical centers that are committed to providing patient centered care to cancer patients and their caregivers. In his role, he is responsible for ensuring the effective execution of strategic enterprise-wide programs and initiatives as well as deploying the CTCA Operational Excellence System across the organization. Since graduating from Illinois State University with degrees in both Biochemistry and Chemistry, he has spent his career driving strategy development, deployment, and performance improvement in pharmaceutical, medical device, and healthcare organizations. He is a certified Lean Six Sigma Master Black Belt (LSSMBB) and received a Lean Leader Certificate from the Milwaukee School of Engineering in 2008. While at Cancer Treatment Centers of America, Daniel has led the Operational Excellence team, first at the Midwestern hospital and then at the enterprise level, helping to deliver increasing levels of business impact, with approximately $2.3M in 2014 and growing to $32.4M by 2016. Outside of work, Daniel enjoys spending time with his wife, Connie and their three children Kahley, Kerrigan, and Caden. He also supports several charitable causes such as the Boys and Girls Club of Lake County where he currently serves as a member of the organization's Board of Directors.
Doug Maris is Vice-President of Operations at LBL Strategies. He has over twenty-five years’ executive leadership and strategy experience. Doug’s vast healthcare experience includes serving as a Senior Director of Business Development for a senior healthcare company where he developed, launched, and led a strategic management system for a large healthcare organization with 2,200 employees and $175 million annual budget. He also served as Executive Director for three large senior living/healthcare communities, responsible for over 600 employees and successful fiscal management of a $10,000,000+ annual operations budgets. While serving with a large senior living/healthcare non-profit organization, Doug served as project manager/lead for major corporate-wide change initiatives and projects (including integration to electronic health record platform, centralizing procurement automation and systems, establishing executive team dashboards, creating systems for increasing utilization of rehab service line, and initiating new reporting and metrics systems). Additionally, he wrote and executed the business plan to launch a large pharmacy serving multiple campuses throughout Illinois and generating additional revenues for the company.
Dan is Founder and Managing Director of Agile Strategies. He’s built strategic plans with dozens of clients in the last 20 years, and has trained hundreds using the Balanced Scorecard approach to strategy management. He is co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard. Four years ago, Dan realized why so many of his clients were having trouble implementing the strategic plans he had helped them craft. His approach had been too heavy on design, and too light on the real work of implementation: employee engagement and adaptation under uncertain conditions. A deep dive into the world of agile software development led to new insights on how to apply agile concepts to the work of strategic planning and management, and the creation of Agile Strategies. He is currently working on his second book, Start Less and Finish More: Building Agility and Engagement with OKRs.
Dan is especially intrigued with the challenges of applying agile thinking and practices in 24/7 service delivery settings including healthcare and hospitality where team members meet customers directly in real time and customer experience is critical.
Dan is an MBA graduate of the University of Colorado at Boulder, and holds an MA in Buddhist Psychology from Naropa University.