Track A: Performance Management Systems
What does your organization want from its performance management system? What do your employees want from it? Continuous studies show that organizations typically want to use performance management to improve organizational results, stay focused on strategic priorities, shift focus when needed during times of rapid change and provide a culture that will attract and develop employees. What do employees want? They want a good relationship with their leaders, meaningful work, opportunities for growth and advancement and a clear understanding of work objectives. Simple, right? Wrong! Implementing, managing and utilizing a performance management system is no easy task, but it is certainly attainable and organizations quickly see endless rewards in successful implementation. These sessions will offer best practices and techniques to effectively utilize and implement a performance management system within your organization.

Track B: Show Me the Measures
Executives and managers continually struggle with finding the “right measures” that will produce higher levels of growth and performance. Employees often fear being measured or feel little connection to the key indicators of performance. In fact, the key difference between achievement and entitlement-oriented organizations is the presence of meaningful measures.

Most measures focus on identifying the results that increase shareholder value. But continual research shows that this has little value if they are not translated into variables that drive these results. This transforms the traditional work of creating a balanced scorecard to one that builds an integrated framework of key “value-creating performance indicators.” These sessions will dive into the intricacies facing executives and managers struggling to find the right measures and incorporate them in the right areas of their organization.

Track C: Employee Performance
Employee improvement thrives when they have a clear line of sight between their activities and enterprise-wide goals and strategies. As leaders, it is our job to create an environment where employees can learn to do what they do best and then show them the process of maximizing that talent in the organization. By developing an effective talent management system and productive succession plan, your organizations productivity and performance potential can exponentially grow. Learn best practices to achieve a “line-of-sight” between employees and organizational goals and strategies, evaluate performance-based pay and design and implement employee performance incentives.

Track D: Financial Performance
Successful financial management begins with an understanding of the organization's strategic goals and objectives as well as its day-to-day business practices. Realizing growth, implementing new strategies, adopting performance measurement and providing quality financials are just a few challenges currently facing CFOs today. Learn best practices such as value management, dashboards and KPIs and EVA to effectively maximize business performance.

Track E: Tying Lean Six Sigma to Strategy
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today.

Track F: Customer Management
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth.

Track G: Strategy Execution
Formulating strategy is one thing. Executing strategy throughout the entire organization…that's the really hard part. Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it—and overcoming the difficult political and organizational obstacles that stand in their way. Organizations that excel at strategy execution know how to create sustainable value for customers and shareholders through defining key organizational capabilities and applying a balanced approach to business systems.

Track H: Using Metrics to Manage
Monitoring even a few key business metrics can create a more efficient managing system for your organization. Defining the overall goals and matching those goals with defined metrics will bring strategy substantially closer to execution. However, the fine line is found between the amount of metrics and if they clearly relate to goals. With the right amount of metrics, managing becomes straightforward. But, implement too many metrics and managing can become clumsy and complicated. Follow this track if you want to learn a more efficient way of implanting metrics and how they can be effective for your business.

Track I: Developing a Performance Culture
It may not be easily defined or quantified, but an organization’s culture is the key to its success or failure. High-performing organizations bring together the intangible leadership issues that define their unique character and rally people around a deeper sense of purpose. These strategies are made tangible through the strong implementation of management processes and systems that translate ideals into action. These sessions will offer a deeper look into what a high-performance culture looks like, how it is established and how to maintain it.

Track J: Performance Reporting
Your organization’s leadership team has put together a stellar strategy for success, with all the right measures in place to gauge overall performance, has communicated it to all levels and set all employees up with expectations of flawless execution. So…is your strategy working? What are your measures telling you? Performance data provides information, but it does not always tell the story of why and how a certain performance result has been produced. Large, growing organizations often find themselves asking this very question and not having the answers. Successfully reporting performance helps organizations further communicate their strategy, manage individual and overall performance and provide feedback that allows for better decision-making and for employees to act with confidence.

Track K: Maximizing Lean Six Sigma
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process improvement best practices and benchmarks to improve your company’s processes today.

Track L: Leveraging the Customer Experience
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged and that is the purposeful management of your customer’s experiences. Creating memorable customer experiences can improve customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and execute memorable customer experiences to build positive customer relationships that result in revenue growth.