The Premier Cross-Industry Gathering of Business Transformation & Operational Excellence Industry Leaders & Senior-Executives.
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Learn the latest time management methods by looking back at a quick history of time management in three phases:
As we focus on three-dimensional time management methods learn practical ways to answer the fundamental question – what can I do today that will give me more time tomorrow? Leave with practical actions and steps you can take that will in fact let you create more time for yourself so you can genuinely focus on what matters most.
Many senior leaders have great ideas for where they would like to lead the organization forward. However, having a clearly articulated vision and a comprehensive plan to execute these ideas is equally important. The Strategic Planning Masterclass is designed to help leaders become visionary storytellers and skillful executors. The session will provide a hands-on learning environment with proven tools and methodologies to help visualize the "big picture" and articulate the vision effectively. Additionally, participants will learn how to create the operational framework required to ensure effective execution to help bring those ideas to life.
Key Takeaways:
Many companies only focus on their internal processes, hoping that these improvements will meet client expectations and even delight them. Often companies don't even engage in process work until there is a major mistake, an audit finding or a client has complained. However, if we set up processes correctly up front and bring clients on the operational excellence journey when they are first onboarded into the company, it sets the stage for both a powerful and loyal client relationship. It also prevents the cost of having to throw a lot of resources at a process issue reactively and the risk of potentially losing the client in a "too little too late" situation. In our current economic climate companies are looking to cut costs where they can. The ability to demonstrate to clients that we are bringing the most cost efficient and effective processes and utilization of resources to the table can become a huge differentiator in any industry. Today i am going to talk about the lessons learned from waiting until clients threaten to leave the company to engage them in an operational excellence journey and the value that can be gained from kick starting the client relationship with an operational excellence lens.
Key Takeways
Implementing Lean and Continuous Improvement is often an internally-focused initiative in an organization. Common goals are productivity, cost reduction and automation. However, there is much more runway when an OpEx program is closely tied to the Customer Experience. A company culture aligned around delivering an exceptional customer experience is the linchpin to Transformation efforts.
Key Takeaways:
How to cut through the noise of the corporate environment or personal life and develop a process improvement mentality to solve complex problems.
Key Takeaways
The success of any large initiative is entirely dependent on adoption. Will my employees, my executives, my stakeholders… embrace the change? Or will they fight the change? There is a direct relationship between change management effort and intuitive design. The more time invested in design, the less effort will be required in change management. This session will cover principles of Change Management Design that will help drive success in any large initiative.
Key Takeaways
How I aspire to lead and grow organizations with vision and strategic focus, developing highly performing teams with energized leaders who work transparently and ethically, go the extra mile to ensure delivery to realistic and data-driven plans, collaborate with a sense of urgency to address unmet medical needs and bring innovation to patients and healthcare communities worldwide
As Ops SME how do we partner x-functionally managing multi-million dollar annual budgets map in with successful strategic initiatives generating project lifetime savings
How to balance learning new skills while delivering and creating a value-added rewarding work environment.
Key lessons in building a team that lifts the business
Building a solid technology foundation that drives business strategy smarter, faster to outpace external competition is the driving force to create digital experiences that delight customers in every business and industry. Enterprise Architecture as a practice helps define a clear view of both the business and technology landscape empowering organizations to make smarter decisions around strategic initiatives that deliver powerful business outcomes.
Whether organizations assess existing and new technologies to keep up with customer expectations or looking for entrepreneurial or innovative opportunities to build a future forward digital strategy, Enterprise Architecture helps execute those strategies to transform businesses.
Enterprise Architecture defines the structure and behavior of organizational units within a business and encompasses design, analytics, planning and implementation. Using its principles and practices , it can be used to improve business and operational models across industries and guide them through effective changes.
Key takeaways:
Key Takeaways:
I will briefly walk through some of the work we have done, to build competencies in Criticality assessments and Service Objectives so our Architecture can be more effective, and Architecture can contribute to assessing current and deployed services for “Fit for Performance”.
Understanding the complete information lifecycle is important for sustaining high-quality information across all processes and systems. Applying information lifecycle analysis and presenting results in Information Lifecycle Diagrams results in:
How can we “agility” into the core of every process and system of the organization?
How to drive global process standardization and integration
What are the best ways to manage scalability and forecasting for future uncertainty: how to maintain an agile approach to every area of operational performance?
Innovative ideas of creating value for the customer are driving disruption across industries. Business Transformation is to completely redefine how we solve the problem. To compete is to constantly transform and evolve from “Where we are” to ‘Where we want to be”. Transforming from traditional product focused businesses to creating ecosystems for business growth is the challenge.
When an organization masters the art of operational excellence in delivering its core values, how do we leverage it to our advantage, reflect, recognize, and spread the good? Achieving organizational vision is possible by strategically setting direction of scaling excellence and relentless passionate execution. It involves invoking emotion across the organization as an inclusive journey for growth, using technology as an enabler, and bringing structure and processes for excellence at scale. Cascading excellence and empowering change leaders to continuously improve processes, while integrating to the organizational culture will be effective in driving business growth.
Key Takeaways/ Learnings:
Customers today are living an increasingly digital lifestyle, and in order to resonate with them, brands must deliver increasingly sophisticated digital experiences.
In this talk, Wall Street Journal bestselling author Howard Tiersky will describe the key CX and strategy practices revealed in his book Winning Digital Customers: The Antidote to Irrelevance that are helping major brands, including Financial Services brands, succeed with today's digital customers.
Tiersky has helped lead digital transformation efforts at major FS brands including JPMC, Morgan Stanley, Allstate, Transamerica, Moodys, Merrill Lynch and ADP, and his book was recently named by Forbes as “One of the 10 most important business books of 2021.”
In this talk, he will use examples from his decades of experience to provide takeaways CX and digital professionals can use to increase their success.
Key Takeaways:
Digital transformation is fundamentally altering the way all industries do business. From healthcare to manufacturing to software and retail, customer expectations are changing, and business models are being upended, and the pace at which technology advances demands unprecedented agility from management teams. Formulating a thoughtful digital strategy and roadmap allows for new ways to reach and serve customers and drive greater operational efficiency, leading to the North Star of delightful customer experiences and maximized asset utilization.
Putting such strategies into effect can be particularly challenging. Numerous hurdles to success must be overcome. I will dive into the key characteristics of digital maturity that correlate most to financial performance.
The most prosperous businesses seek both revenue and margin growth. For functional teams there’s no longer a correlation between expanding products or customers and increasing budget for operational expense. To be successful, operational teams must continuously use technology, agile methodologies, and lean process efficiencies to increase output while maintaining quality, timeliness, mitigating risk and controlling their cost. Effective managers can help their teams embrace perpetual change with a healthy growth mindset – engender in their teams a healthy fear of missing out (FOMO) on the future – and convert intransigent staff from a debilitating fear of being obsolete (FOBO).
Key Takeaways:
In today's ever-evolving business landscape, successful adaptation hinges on the alignment of strategic transformation, operational excellence, and a transformative company culture. This presentation delves into the intricate relationship between a robust business transformation strategy and the creation of an environment of operational excellence, while shedding light on the risks associated with a lack of supported cultural transformation.
Key Takeaways:
Change management is often confused with powerpoint engagement communications but there is a science and approach to the discipline of change management; and when used to drive clarity of intent, align stakeholders and the organization it is a powerful enabler of driving our operational transformation programs and projects. Over the last 10+ years I have deployed change management and operational excellence as an integrated approach to achieve best in class results in productivity, throughput, compliance, leadership and cultural change across top several of the pharmaceutical companies in the world.
Key takeaways:
Why so many operational excellence transformations fail
Change starts with understanding Intent
The difference between Installation and Realization
How to use Change Management in your PDCA cycle
In the 30 minutes session, I will explain the CX Strategic Formula connected with Profitability.
This session has the main goal to be inspiring and provocative and to ignite leaders to make an impact on the people they are taking care of and how this drive financial results, and also HOW TO MEASURE.
The main goal is to convey the message of the importance of investing in Cultural Organization as a driving force to elevate Customer experience, having results consequently.
OKRS (Objectives and Key Results) is the way to measure results and I will explain ways to measure the impact of Culture Transformation and CX.
Culture: I will explain the difference between Vision, Mission, and Values, which nowadays are mistaken. Understanding these terms is a key element of Culture.
I will explain how to create a Purpose Driven Company and its importance and show how to drive Results using OKRS methodology.
Employee Engagement / Experience (EX): When companies discuss EX, they always think of Campaigns/programs or benefits. But EX is beyond that. When you have a purpose-driven company, your employees are more engaged, which makes them the brand ambassadors of the organization. The purpose is a key element in driving ownership; as a consequence, your employees become your brand ambassadors,
Leadership: Nowadays, Servant Leadership is the new fashion term used in business. Ana will explore and provide examples of servant leadership.
Have you noticed how a strong and successful principle conductor can orchestrate the right instrumentalists to create fantastic music? Similarly, the key to success for an organization in the midst of change is to have a strong organizational framework that can orchestrate a cohesive change far more successful than if initiatives were driven individually.
Given today’s complex, global environment, many large organizations with well-intended strategies have been unsuccessful in their implementation. With individual entities working in silo’s driving their own charter, it is critical to have an overarching framework to ensure that all the pieces fit together seamlessly. Using real-life examples, “orchestrating change”, will focus on the framework to drive the strategic vision and maneuver an organization thru ambiguous periods of change.
The session discusses:
Developing the Process Excellence strategy for effective deployment of Business Transformation and Organization Improvement. In this presentation the speaker will share the case study at PETRONAS on how the LEAN 6 Sigma methodology was deployed effectively with significant value creation in Cash Generation, Cost Savings and productivity improvement.
Among others, the speaker will:
I have created a proven approach that if done correctly, will result in a competitive advantage for any company in any industry. The model serves as a playbook for how organizations should manage their time and one that is focused on value generation and the acceleration of innovation through the application of simplifying processes to operating within a predictive state. The 4 Phase Model addresses the three major challenges facing Operational Excellence programs as summarized within the BTOES Research Report 2021 / 2022 titled The Global State of Operational Excellence- Critical Challenges & Future Trends.
Key Takeaways
I am asked all the time “How do you train an employee that thinks they know everything? How do you engage someone who is resistant to change?”
Resistant personalities are a hurdle for any organization. Employees that have been with the organization several years, those reluctant to change, or simply those who are comfortable, all pose a problem to leadership development, relationship building, collaboration, process improvement, or training initiatives. Nothing is more detrimental than the dreaded statement “that’s the way we’ve always done it.”
Resistance should never be a barrier for engagement. Difficult team members and their personalities can be nurtured, not avoided stimulated, not drained met with curiosity, not judgment. Leaders can transform apathy by transforming their own approach to these complications. Three ways of achieving this are interrupting negative thought patterns, the subtle art of avoiding declarative statements, and a strong connecting to what drives us.
First, leaders need to be able to recognize (and where possible interrupt and redirect) negative thought patterns. Recognizing a cognitive distortion can be challenging. Once a leader is aware of the different types, they can start to identify them. Once identified, strategies can be used to defuse or redirect them.
Second, leaders can learn to be less judgmental about their employee’s resistance. Interrogate them about their confrontation by only asking questions. The subtle art of avoiding declarative statements lays the best foundation for facilitation. Declarative statements create a diatribe, not a discourse. Statements, right or wrong, make anyone feel adjudicated, closing them off to further discussion. Instead, by only asking questions, leaders can create a dialogue. With enough practice, one can even direct a line of questioning to arrive at any desired outcome.
Third, historically leaders engage in a stick & carrot approach to motivate their team to be high performing. Recent studies have shown that high performing teams have a strong connection to their drive: a desire to control their own lives. That drive comes from a connection between autonomy (self-directing one’s life), mastery (the urge to improve in something that matters), and purpose (the desire to part of something larger than ourselves). Leaders who find themselves with resistant personalities can reconnect what drives their employee, their team, and the organization. Without that connection to their drive, the employee and team are low performing. Reconnecting with your employee’s drive will engage them more than any stick or carrot.
Resistant personalities are a hurdle for any organization. Resistance should never be a barrier for engagement. Difficult team members and their personalities can be nurtured, not avoided stimulated, not drained met with curiosity, not judgment. Leaders can transform apathy by transforming their own approach to these complications. Recognizing cognitive distortions is challenging, but once you’re aware of the different types you can begin to interrupt and defuse them. Declarative statements in facilitation creates a diatribe, not a dialogue asking questions creates a discussion. High performing teams have a strong alignment to their drive: the connection between autonomy, mastery, and purpose.
Today, I am going to explain why I have this immense excitement and pride as we delve into the world of upskilling and reskilling our tech workforce. This will be a journey that promises not only success for our companies but also transformative benefits for our invaluable employees. Helping others achieve their career aspirations while also helping the company in parallel might just sound too good to be true, but it's not.I will also be covering what the expectations look like coming from our new generation of employees in and entering the workforce, what they value and what drives them away, it may not be what you think it is. I can tell you for sure, it's not flashy offices or beer on tap.
Key Takeaways:
The imperative for operational excellence amplifies when the macro headwinds are strong. When operational excellence is activated, companies can emerge even stronger and become well positioned to advance faster in the next business growth cycle. ServiceNow is a top 10 enterprise software company, and the fastest to hit $1B in revenue in history. Patrick Tam shares how ServiceNow harnesses operational excellence to drive accelerated business performance in today’s dynamic economic climate.
The right tools, techniques, and methods to accelerate change and unlock value is foundational to meaningful change. In many instances, suboptimal use of process and tooling can impede lasting change and result in underperformance and organizational inefficiencies. This discussion will explore design thinking as an accelerator for business agility and product/service innovation. We will explore contextual considerations for its application and discuss scenarios where the tool may not be the best fit for the change or desired outcomes.
Learning Objectives
Learn about and how to leverage the Dragonfly Construct, a new process improvement methodology that challenges the status quo of how strategy is developed and implemented within a corporation and streamlines efficiencies to derive a new format for strategic management and process improvement.
Key Takeaways: