10 GREAT REASONS WHY YOU SHOULD ATTEND THIS COURSE:

Based on case study examples from leading financial institutions throughout the world, and proprietary research by the course leader, delegates will gain an in-depth understanding of the following:

1.    Understand why the Balanced Scorecard is an ideal framework for managing strategy within financial institutions in today’s challenging economy
2.    Know what The Balanced Scorecard does (what it is and what it isn’t)
3.    Get the basics right: the importance of senior level sponsorship and the creation of a competent program team.
4.    Create a corporate strategy map that articulates the institution’s key strategic objectives and that tells the performance story of the enterprise.
5.    Identify SMART  performance measures and stretch targets and selecting strategic initiatives
6.    Devolving the scorecard deep inside the organization: the structural challenges
7.    Devolving the scorecard deep inside the organization: the cultural challenges
8.    Aligning budgeting and planning with strategy via the Balanced Scorecard
9.    How the best use software support tools
10.    Creating an Office of Strategy Management to make strategy management and the Balanced Scorecard core organizational competencies.

James Creelman - An author, educator and consultant in enterprise performance management and functional best practices, James Creelman has authored, or co-authored 20 general management reports or books, eight of which focus on the Balanced Scorecard.

1.    Managing Human Capital in Indonesia: Best Practices in Aligning People with Strategic Goals (Azkia, Indonesia, 2009)
2.    The Finance Function: achieving performance excellence in a global economy (Business Intelligence, 2009)
3.     Next Generation HR Shared Services: how to take customer service, efficiency and savings to a new level (Business Intelligence, 2008)
4.    Reinventing Planning and Budgeting for the Adaptive Enterprise (Business Intelligence, 2006)
5.    Mastering Business in Asia: Succeeding with the Balanced Scorecard (John Wiley, Asia, 2005)
6.    Creating a World-Class Finance Function: Five Core Capabilities That Generate Added Business Value (Business Intelligence, 2005)
7.    Financial Shared Services: Delivering Exceptional Customer Service and Business Benefits (Business Intelligence, 2005)
8.    Developing the Public Sector Scorecard (Business Intelligence, 2004)
9.    HR Shared Services: Achieving the Business Benefits (Business Intelligence, 2004)
10.    Transforming Public Sector Performance (Business Intelligence, 2004)
11.    Building a Strategic Balanced Scorecard (Business Intelligence, 2003)
12.    Corporate Culture:  Creating a Customer-Focused Financial Services Organization (Lafferty Publications, 2002)
13.    Understanding the Balanced Scorecard: An HR Perspective (HR.Com 2002)
14.    Creating a Balanced Scorecard (Lafferty Publications, 2001)
15.    Creating the HR Scorecard (Business Intelligence, 2001)
16.    Building and Developing the Finance Scorecard, (Business intelligence, 2000)
17.    Building and Communicating Shareholder Value (Business Intelligence, 2000)
18.    Driving Corporate Culture for Business Success (Business Intelligence, 1999)
19.    Building and Implementing a Balanced Scorecard (Business Intelligence, 1998).
20.    Creating the Value-Adding Finance Function (Business Intelligence 1998). Updated and reissued as Value Creation: Building Tomorrow’s Finance Function (Business Intelligence 2002).

Dr David Norton, the co-creator of the Balanced Scorecard has called James: “The foremost chronicler and historian of the Balanced Scorecard movement.”


On behalf of The Hackett Group, USA, James has authored reports on World-Class Finance; World-Class Enterprise Performance Management; Business Performance Reporting and Analysis; Integrated Planning; Forecasting; Complexity Management; and Globalization.

James is the Global Best Practices Leader for the Indonesia-headquartered management consultancy OTI (Organisasi Transformasi Internasional) for whom he is responsible for thought leadership.

He also provides independent advisory and consulting services to organizations throughout the world. A present client is the Ministry of Works (MoW), Bahrain. While working for the MoW, it was inaugurated into the Balanced Scorecard Collaborative Hall of Fame (membership is reserved for those that demonstrate breakthrough performance through using the Balanced Scorecard).  James also advised the City of Brisbane Council, Australia on evolving their scorecard after they were inaugurated into the Hall of Fame.

James has served as the Editor of numerous print and on-line business management magazines and regularly presents at conferences, workshops and seminars throughout the world.

He has been designated a Fellow of the Advanced Performance Institute, UK and is a member of the editorial advisory panel for EPM Review

DAY ONE

(Note that assessment tools, case studies, and practical exercises will be used where appropriate).

Session 1:  Introduction

Without question financial services is one of the most turbulent, competitive and unpredictable of all market sectors. Indeed, it is difficult to identify another that is more challenging.  In addition to the pressing challenges of recovery from the collapse of the credit markets, the sector has ongoing issues  around: Deregulation; Globalization; Changing business models; The collapse of customer loyalty; Risk management; Etc.
This session will set the scene for the rest of the workshop by explaining  how the Balanced Scorecard can help financial services organizations meet these challenges and balance long term strategic with short term needs.

Session 2: The Balanced Scorecard Described

This session provides an overview of a Balanced Scorecard system (by using a financial services scorecard examples).  It will explain that a Balanced Scorecard framework includes a Strategy Map and accompanying scorecard of metrics, targets and initiatives. Balanced Scorecards are typically collocated to four perspectives: financial, customer, internal process and learning and growth.

Session 3:  Building a Strategy Map for a Financial Services organization

Strategy mapping (the process of building a Strategy Map) is the most important task in building a Balanced Scorecard system. This session provides a step-by-step guide to selecting strategic objectives for each of the four perspectives. It will emphasize that the Map should only contain a critical few objectives (15-20), the importance of showing causality between the objectives on the map; and that themes (such as risk) are used to collocate strategically important focus areas that run through the MAP.

Session 4:  Selecting Metrics and Targets

With financial services case examples, this session explains how to select the metrics that will support the strategic objectives and the targets that will support the metrics. Particular attention will be paid to:

-    Understanding the basics of the “science of measurement”
-    Using leading and lagging measures
-    Using quantitative and qualitative metrics
-    Measuring what’s important to know and not what’s easy to measure
-    Identifying stretching targets
-    Using benchmarks for targets

SESSION 5: SELECTING INITIAITVES

After the selection of objectives, the choosing of initiatives is the second most important component of the Balanced Scorecard system (as it is where work gets done, that is it is the initiatives that are chosen that drives the organization toward delivering to the objectives that appear on the Strategy Map). Particular attention will be paid to:

-    Techniques for initiative prioritization
-    Making sure that initiatives fully support strategic objectives
-    How to jettison initiatives that are no longer strategically relevant


DAY TWO
SESSION 6:  Cascading the Balanced Scorecard: The Structural Challenge

This session explains how to devolve the Strategy Map and scorecard from the corporate level to devolved unit and function levels (case examples will be used to illustrate the process).  It will be explained that a core of objectives, measures etc will be mandated but that some objectives, etc on a devolved map will focus on local needs. Attention will be paid to:

-    Building a team to devolve the scorecard
-    Using pilots before full rollout

Session 7: Cascading the Balanced Scorecard: The cultural challenge

Most Balanced Scorecard programs that fail do so not because the Strategy Maps or accompanying Balanced Scorecards are badly designed but during the implementation phase. The cultural bulwarks of resistance are typically erected because a properly implemented scorecard system leads to twin outcomes that can be disconcerting for some and terrifying for others – performance transparency and accountability.

This session explains how to identify and implement the cultural change interventions that will overcome these obstacles. Particular attention will be paid to:

-    Positioning the scorecard as a tool for continuous improvement  and not for “naming and shaming”
-    Senior management demonstrating the right behaviors
-    The use of local scorecard champions
-    Communication tools.

Session 8:  Choosing a Software Solution

There are now many Balanced Scorecard solutions on the market – some good, some less so. This session provides a checklist for selecting an appropriate solution (or whether to build your own).

The session will outline the many benefits of automation - One of the main being that it enables the company to reach every member of the organization with a computer on their desks, or access to the web – but will also explain what software cannot do: build the scorecard, as the most important observation.

Session 9: Aligning budgeting and planning to strategy through the Balanced Scorecard;

For the scorecard to become part of the fabric of strategic management there has to be a mechanism for linking the budgeting process to strategy. We explain the sequential process for selecting strategic, mod-term and annual performance targets and how this should be guided by the Balanced Scorecard.

We explain the role of rolling forecasts in a best-practice process for aligning strategy to budgeting and planning through the Balanced Scorecard.

Importantly, this session described the role of STRATEX (strategic expenditure) for safeguarding long-term strategic investments.

Session 10: Conclusion and wrap up

The final session pulls together all of the key learnings from the workshop and provides next-steps for participants.

Date: Aug 10-11 Mumbai (Venue: Hotel Ramada Plaza, Juhu)

Your Investment:
Early-Bird Special (Register before June 30, 2010)
Workshop: Rs 24,500 + 10.3% ST

Standard Price
Workshop: Rs 26,000 + 10.3% ST

Pls contact Training Manager for more details. Ph - +91 99005 51887

The registration fee for the event covers the following:

Attendance, copy of the documentation, lunches and light
refreshments.
Accommodation is not included. Detailed delegate information
will be sent to you approximately two weeks before the event.
Payment is required in advance of the event, or at the latest, paid
at the event.
Payment may be made by par cheque or demand draft drawn in
favour of “OptiRisk Learning Systems (P) Ltd” payable at Gurgaon.

WHAT HAPPENS IF I HAVE TO CANCEL?
Confirm your CANCELLATION in writing up to 15 working days
before the event and receive a refund less a 10% service charge.
Regrettably, no refunds can be made for cancellations received
less than 15 working days prior to the event. However,
SUBSTITUTIONS are welcome at any time.
The organisers reserve the right to amend the programme if
necessary. INDEMNITY: Should for any reason outside the control
of OptiRisk Learning Systems (P) ltd (hereafter called OptiRisk), the
venue or the speakers change, or the event be cancelled due to
industrial action, adverse weather conditions, or an act of
terrorism, OptiRisk will endeavour to reschedule, but the client
hereby indemnifies and holds OptiRisk harmless from and against
any and all costs, damages and expenses, including attorneys fees,
which are incurred by the client. The construction validity and
performance of this Agreement shall be governed by all aspects by
the laws of India to the exclusive jurisdiction of whose court the
Parties hereby agree to submit.