The document is an invitation and agenda for the BPM Leaders Meeting taking place on October 20-21, 2011 in Amsterdam. It will bring together senior BPM leaders from different industries to share best practices for strategic BPM implementation through structured discussions and knowledge sharing. The goal is for attendees to walk away with actionable strategies, guidance on BPM evolution, and solutions to their most critical BPM challenges. The agenda outlines the facilitated discussion sessions and themes around strategic BPM transformation, architectural design, governance frameworks, and integrating BPM with other process improvement methods.

1. PEX Network invites you to the: BY APPLICATION ONLY FOR SENIOR BPM LEADERS
Request to register and pay before the 29th July to receive early booking
incentives of up to €900 off the standard meeting price
“The Leaders Meeting created a fertile
BPM LEADERS
environment for leaders to come together in an
intimate setting and connect on a professional
level. It was energizing to be part of the
network of talent as we generated actionable
20th – 21st October 2011 | The Radisson Blu Hotel, Amsterdam, The Netherlands solutions for challenges that we all face with
Pre-conference training and accreditation course for BPM Leaders: CPP Levels 6 & 7 18th - 19th October 2011 our programme deployments” – US Navy
Designed by Leaders for Leaders: The ultimate chance for true
knowledge share.
Driving a cohesive business and IT BPM delivery strategy
for increased organisational agility, efficiency and capability
The BPM Leaders meeting offers a totally new and different way for leaders to
benchmark, network and progress strategic thinking through structured leader-to-
leaders knowledge share. Join and share best practice to help turn your current
weaknesses into future programme strengths:
> The chance to be an active contributor, not just a passive listener: Through structured discussion and
feedback the meeting provides a positive environment for leader collaboration and knowledge enhancement
> Directly influence the scope of set discussions and align content to your most critical development needs:
Discuss what matters most to the success of your BPM programme by submitting requests prior to the meeting
> Walk away with actionable strategies and key guidance on the evolution of BPM: All attendees receive
complimentary briefing notes and an exclusive meeting research paper based on the meetings conclusions
> Tailored networking built around your unique development needs: The chance to participate in
personalised 1-2-1 meetings to focus on tangible solutions to your most critical BPM challenges
www.leaders-in-bpm.com Leaders Meetings are independently developed and researched by:

2. EXCLUSIVE > STRATEGIC > INTERACTIVE
The BPM Leaders Meeting is a unique cross industry platform for sharing and debating best practice regarding strategic
BPM implementation. The meeting is designed specifically to explore evolving BPM models, both as a management system
and as a business process infrastructure, bringing the two together in a combined approach to achieve agility, efficiency and
organisational capability.
EXPECT To MEET AND ShARE IDEAS wITh LEADERS who ARE RESPoNSIBLE foR ThE
STRATEGIC DEVELoPMENT AND IMPLEMENTATIoN of BPM PRoGRAMMES:
> CIO/Director IT > COO/VP Operations > Head of Business Process Excellence > Chief Enterprise/Business Architect
> Chief Process Officer > Head of BPM > Head of Change & Transformation > Head of IT operations and systems
how DoES ThE LEADERS foRMAT woRK?
PEX Network ‘Leaders Meetings’ operate on a unique format, designed to enable optimal knowledge share between
strategic programme and project leaders. Sessions use a refined and structured discussion format to enable high-levels of
constructive knowledge share, and with all outputs documented to ensure no ideas are lost along the way. These sessions will
be balanced with the latest in technology insights and demonstrations as well the most recent BPM research.
1 15 minutes overview on session leader background and key issues in the 4 Each group then takes 10 minutes to feedback key learning and
discussion topic. Session leaders will be asked to draw on examples and conclusions from the discussion group.
reference points from their own organisations and personal experience to
encourage productive and value driven discussions. 5 Summary and conclusions are given by the session leaders, with
key take-aways and action points for leaders highlighted.
2 Session leaders then break down the topic into 4 key questions, challenges
or scenarios for the meeting attendees to address. 6 Feedback is documented by IQPC PEX Network representation and
built into exclusive post meeting briefing documents.
3 Meeting attendees are then split into 4 working groups (each with a flip
chart) and given 30 minutes to work through the scenario given and find
solutions.
PLUS: All attendees receive a complimentary research paper from Forrester Research www.forrester.com
Take part in the closing research session conducted by Chairman, Derek Miers, Principal Analysts, Forrester Research to contribute to an exclusive research paper on the development of BPM frameworks.
The research will bring together and build on key conclusions form across the key meeting themes, culminating one comprehensive strategy document on the future of BPM maturity.

3. YOUR FACILITATORS:
Facilitators selected to help steer and shape your leaders discussions include:
> Tim Weare, Head of Enterprise Architecture, Centrica Group
> Adrian Samareanu, VP Business Process & Global CIO, Volvo Financial Services
> David Bell, VP – Head of BPM Technology, Deutsche Bank
> Lionel Loiseau, Head of BPM Competency Centre, BNP Paribas
> Vinod Jain, VP BNY Mellon
,
> John Macdonald, Divisional Director Business Process, TNT Express
> Anthony O’Hara, Chief Architect - Strategy & Architecture, Leaseplan UK
> Sebastian Risse, VP Head of BPM Capability, Credit Suisse
,
> Matthew Norton, Head of Business Improvement Practice, Barclaycard
> 2011 BPM Awards Winner Senem Kilic, Business Process Development & Customer
Services Manager, Schenker Arkas Nakliyat ve Ticaret AS
Plus Industry Insights, the latest research and next generation strategies from:
REqUEST TO REGISTER YOUR PLACE TODAY.
> Derek Miers, Principal Analyst, Forrester Research TEl: +44 ()) 207 368 9300 Email: Enquire@iqpc.co.uk and
> Alex Peters, Principal Analyst, Forrester Research www.leaders-in-bpm.com
> Steve Towers, Founder, BP Group & ‘Outside-In’ Methodology
About the Process Excellence Network
Process Excellence Network: A division of IQPC, provides access to a treasure chest of relevant In short, Process Excellence Network, (often known as PEX Network) enables you to advance your own process
content for Process Excellence practitioners. excellence journey by increasing your idea sources, widening your contacts and friendships and participating in ongoing
formal and informal learning opportunities.
Providing critical knowledge on the development of Process Excellence including Business Process Management (BPM),
Lean, Change Management, Operational Excellence, Six Sigma, Risk Management, Customer Experience and more, we In Summary: Process Excellence Network is uniquely positioned to provide a comprehensive library of both online
provide the forum where key industry experts and organizations share their experience, knowledge and tools, and your and face-to-face content, including first-rate columns, articles, webinars, podcasts, video presentations, and of course
practitioner peers connect with one another all over the world, both face-to-face and online. globally renown industry events. Through every medium we strive to make your learning an exciting, dynamic, interactive
experience.
The Process Excellence Network is enhanced by an active online community of your professional peers, as well and face-
to-face Summits and events that take place across the globe. Collectively we help you discover what the best are doing to We are constantly striving to improve our content delivery methodologies. In 2011 we will be introducing many new ways
get measurable results through Process Excellence and to seek actionable solutions to specific process problems through for you to learn. Stay updated. The best is yet to come.
worldwide mass collaboration.
Become a Process Excellence Network member today!
None of us has the time for continuous trial and error learning. We must learn more and more from the experiences of www.pexnetwork.com
others. Learning is nothing more than thinking with other people’s ideas. We bring you the best ideas in a variety of media
forms from outstanding academics and practicing professionals.

4. MEETING AGENDA: DAy 1 – 20Th oCToBER
8.00: Registration and Networking
8.30: Welcome from Meeting Chairman: www.forrester.com
8.35: Welcome from PEX network
8.40: Meeting agenda setter and Introduction to strategic business transformation
Part 1: Building a strategic transformation engagement programme Part 2: Setting key meeting deliverables and expectations
This presentation will introduce you to an overarching transformational framework that provides the basis for > Goals of the leadership meeting
assessing and introducing methods, tools and techniques, helping you build a robust organisational change method. > Set the scene for the following 4 key meeting themes, how the fit together and their importance to
The framework itself encompasses: delivering a sustainable transformation approach.
> The engagement of the executives to embrace an appropriate organisational vision, and then ensure their > Overview of how the sessions will work
support through ongoing leadership > Key outcomes expected on day 2 for interactive research exercise
> How to structure and charter a BPM Centre of Expertise (CoE) along with effective governance principles Session led by Derek Miers, Principal Analyst, Forrester Research
to support the programme
> How the creation of a target operating model supports a comprehensive future state business architecture,
describing the capabilities of the firm and the business services it uses to deliver value to customers CREATING A PRO-ACTIVE ROADMAP FOR STRATEGIC TRANSFORMATION: RATED IN
> How to engage the organisation to create a holistic vision for an individual change objective, delivering THE TOP 3 MANAGEMENT CONCERNS IN THE PEX NETWORK & FORRESTER SURVEY
compelling customer experiences and providing the target for process improvement projects
9.40: Coffee & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting.
Leaders pick from a choice of 2 themed tracks – please register yourpreference upon registration
THEME 1: Strategic BPM and Transformation THEME 2: Architecting for Change
10.10 – 10.40 Leaders Discussion session 1 10.10 – 10.40 Leaders Discussion session 1
Why is BPM critical for organisations today? Defining and implementing a target operating model
> What’s driving the organisational agenda? And how does BPM support that? What’s happening at Connecting key business imperatives with operational delivery capabilities this session will start to define,
C-suite/business level that is making BPM important? what processes and operational models we need to deliver. Following this, leaders will discuss how to
> The evolving nature of BPM: Where are we today and where do we need to be tomorrow? best connect business, process and IT architectures into one cohesive Target Operating Model.
OR
> Why is the business coming to an understanding of BPM? And what can BPM do for the business? > Architecting with the end in mind: Solidifying the link between organisational design and BPM
> Defining the end goal and guiding the journey. What does true enterprise process maturity look like? architecture?
> Linking strategy with IT architecture: Practical approaches for cascading key Organisational Design into
Session open for Sponsorship. Email enquire @iqpc for more information. Process Design and IT architecture
> Rethinking the standard operating and process model to drive new business capabilities: Designing
and building the new process architecture from the ground upwards for a complete end-to-end
process framework
Tim Weare, Head of Enterprise Architecture, Centrica Group

5. THEME 1: Strategic BPM and Transformation THEME 2: Architecting for Change
11.40 – 1.10 Leaders Discussion session 2 11.40 – 1.10 Leaders Discussion session 2
BPM Organisational structures: Creating a collaborative BPM model crossing IT and the business Enterprise BPM: Creating an global process arch
This session will look at different approaches to BPM organisational structures and the pros and cons for each approach. > In today’s increasingly complex global organisations is creating one enterprise architecture really possible?
> Analysing cohesive IT/operations led management frameworks: Balancing demands and creating two-way OR And if so, what does it look like?
collaboration between business stakeholders and technical BPM development > How do you move from a functional modularity and siloed frameworks to an enterprise system for Business
> Siloed to cross siloed BPM structures Process Management
> Global vs. local/business line BPM structures: Opportunities and challenge with enterprise and localised > Creating a true end-to-end process approach that links to SOA and the next level of customer orientated architectures
approaches to process management > Creating uniformity across the organisation: Collaborating process infrastructures across existing organisational siloes
> Centralised vs. decentralised BPM approaches: What the benefits and concerns regarding setting up and David Bell, VP – Head of BPM Technology, Deutsche Bank
running BPM CoEs?
Lionel Loiseau, Head of BPM Competency Centre, BNP Paribas
1.10: Lunch & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting.
1.45: How does the DEMO DRIVE work?
1. Enter the exhibit hall and pick up your bingo card upon entry
2. Take 5 minutes to grab a coffee before the Demo drives begin and choose the 3 booths you want to attend for the 30 minutes
3. When the bell rings the first demo begins – make sure you are at the correct booth and ready to begin. The demo will last for 10 minutes and at the end you will get your bingo card stamped
4. When the bell rings again move onto your next demo
5. Bell rings again and repeat for the last time
6. At the completion of your 3 demo hand in your bingo card for entry into a cash prize draw – to be announced at the end of the meeting
2.15 – 3.45: Leaders Discussion session 3 2.15 – 3.45: Leaders Discussion session 3
Setting the vision: The role of executive governance in driving BPM transformation Enterprise Architecture 2: Aligning EA and IT to the business strategy
In this discussion leaders will discuss and compare exactly what a successful and sustainable Process Governance In this session leaders will discuss how concepts of EA can better be aligned and built around the critical business
framework lookslike. Discussion areas include: strategy.
> How do you truly put BPM on the executive map: Ensuring BPM strategy is discussed, supported and driven OR > The challenges with creating a process model that is both aligned to the global process structure and flexible to local
as a key strategy from the executive level legacy systems, processes and needs
> Driving and disseminating the vision for the enterprise strategy through strong executive sponsorship and clear > How to build a effective EA structure from day one: starting with organisational and process design and mapping this
operational governance frameworks into EA and BPM
> Governance through people: How can we better instil process accountability within business divisions? > Using business analysis to decide key EA requirements and linking to the SOA
> Building BPM into the key strategic performance metrics and objectives for increased business capability: Anthony O’Hara, Chief Architect - Strategy & Architecture, Leaseplan UK
Linking in with both short and long-term business goals
Alex Peters, Principal Analyst, Forrester Research
3.45: Coffee & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting.

6. 4.15 – 5.45: Leaders Discussion session 4 4.15 – 5.45: Leaders Discussion session 4
BPM, a cohesive approach to Business Process Improvement: How does BPM fit with other Business Enabling Operational intelligence for the responsive and agile enterprise
Process Improvement frameworks? > How well do you know your business? Linking business and real time operational intelligence into BPM platforms for
In many organisations process improvement and BPM programs stand alone or are even conflicting in approach. As we greater awareness and responsiveness
search for a more comprehensive and sustainable approach to complete business excellence, how can the competing > Are BI, OI and BAM stand alone disciplines or should they be integrated as part of the BPM process? How is best to
process methodologies be best brought together for optimise results? manage this from an IT ownership and governance point of view?
OR
> Integrating BPM with complimentary Process Improvement programmes across the business to a cohesive > What new platforms are now available that allow BI and BAM to feed into and create real time dash boards for use
approach to business change: How does this fit together in other organisations? in Business process improvement and key decision making? How can these be used to best effect to optimise
> Lean and BPM: How can the Lean tools be used to complement understanding of critical value streams and business value?
efficiency during BPM deployment
> Linking business and operational intelligence information to complex event processing to solve operational
> Using BPM to enable and build on end-to-end value stream mapping: Moving from individual improvements to
anomalies quickly
value streams
Sebastian Risse, VP Head of BPM Capability, Credit Suisse
, Session open for sponsorship: For more information and updates email enquire@iqpc.co.uk
5.45: Chairman’s Summary and feedback from themed track sessions key learning points www.forrester.com
6.00: Close of day and Networking Drinks
MEETING AGENDA: DAy 2 – 21ST oCToBER
8.00: Coffee and Networking
8.15: Chairman’s recap on key learning points from meeting day 1 www.forrester.com
8.30: Technology application panel: Assessing and debating the real business value attributed to new and emerging BPM technologies
With so many new application and platforms emerging in the BPM market, how as a leader can you accurately assess business value and investment? Join this lively and business led IT debate to evaluate which of the latest
platforms and technologies are really worth investing in for 2012.
> Cloud based BPM platforms > Opensource BPM
> Social BPM > Process simulation technologies
> Social BPM > Case Management
THEME 3: Engaging the business and embedding the change THEME 4: The Customer & Business Impact
9.30 – 11.00: 9.30 – 11.00:
Leaders Discussion session 5 Leaders Discussion session 5
Engaging the business in BPM: Creating a culture day-to-day process efficiency Putting the customer at the centre: An integrated model for Outside-In Process Management
In this discussion group, leaders will look at strategies for engaging the business to own and be accountable > How do you design the customer experience? How can BPM strategies be evolved to help deliver this?
for day-to-day process management. Topics for discussion include: > Strategies and challenges with moving from a internally driven to customer driven process model:
> How to create a bottom up approach for BPM: Leveraging insights and feedback on processes within the
New strategies for creating a customer driven process architecture
business and encouraging them to drive process change
> Integrating the concept of Successful Customer Outcomes (SCO) into your pre-existing BPM
> Creating a sustainable process culture: Changing people’s behaviours and mindset to be process OR
centric. What are the strategies to do this? frameworks
> What role does process documentation and modelling technologies have in terms of creating individual > Integrating your current approaches and technology into the ‘outside-in’ approach
accountability for process management? What can you do ton help increase day-to-day usage of BPM Steve Towers, Founder, BP Group & ‘Outside-In’ BPM approach
tools and information?
> What impacts can emerging disciplines such as social BPM have on the ability to embed engagement
in BPM?
Senem Kilic, Business Process Development & Customer Services Manager, Schenker Arkas
Nakliyat ve Ticaret AS

7. 11.00: Coffee & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting.
11.30 – 1.00: 11.30 – 1.00:
Leaders Discussion session 6 Leaders Discussion session 6
Improving business/IT communication: Ensuring everyone is speaking the same language Creating a customer driven business process architecture
This discussion group will analyse strategies for creating clear and ongoing communication structures between > Understanding and mapping the customer journey, to truly understand what the customer experiences
IT and the business to ensure a real understanding of future business requirements and capability needs. > Creating a customer architecture: How to understand what the customer really wants, and then
OR
> Does the current language of BPM put off the business and make engagement hard? re-orientating your internal processes and metrics to match
> How can we adapt BPM language in a day-to-day context to improve communication across the enterprise? > Performance measurement: Linking traditional lagging customer satisfaction metrics to leading
> Is there a common understanding as to what ‘BPM’ means? And does this lead to internal misunderstandings? indicators for a more pro-active approach to business process excellence
> Creating and communicating a shared end vision for BPM and what it means for the business > Linking successful customer outcomes to legacy process frameworks and approaches
John Macdonald, Divisional Director Business Process, TNT Express Matthew Norton, Head of Business Improvement Practice, Barclaycard
1.00: Lunch & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting
2.00 – 3.30: Leaders Discussion session 7 2.00 – 3.30: Leaders Discussion session 7
Process Standardisation vs. business change and innovation: Can the two concepts co-exist? Capturing business impact: Measuring and communicating value/ROI to the business from BPM
The global economy is fast changing, meaning that businesses today need to be able to adapt quickly to change, or Too often BPM programme fail to capture accurate ROI and business impact. With this in mind, how can we justify the
loose out to more agile competitors. This discussion group will look at how BPM can be aligned not just for efficiency ongoing support and investment in BPM as a key driver for business enablement? This leadership discussion session
but for increased innovation and agility: OR will analyse in depth the different strategies for measure ROI on BPM within the business and address this issue in light
> How do you work with process standardisation and still keep some kind of innovation and ability to adapt quickly to change? of key business learnings:
> Can standardising and automating your processes too much hinder change, agility and creativity? How far should you go? > What KPIs and metrics are most relevant? How do you measure financial return on investment?
> How to you let operational leaders know of critical process changes and ensure these are documented and > What really matters to the executive board? Communicating value and ROI to business and executive management from BPM
implemented quickly? > Ensuring the BPM delivery and ROI metrics are linked to short and long term business needs and critical points for development
Adrian Samareanu, VP Business Process & Global CIO, Volvo Financial Services > How BPM supports compliance and outsourcing model to deliver best value?
Vinod Jain, VP BNY Mellon
,
3.30: Coffee & Networking
Structured 1-1 meetings based on BPM development needs.
Meetings will be arranged based on attendee profiles, requirements for development and areas of significant interest. Timetables will be released for individual 1-1 meetings 1 week prior to the BPM Leaders Meeting.
4.00 : Leaders Meeting Wrap Up and Next Steps
By this stage you will have heard from many great BPM leaders, but the reality is that the lessons learnt need to be applied and interpreted. Pulling together the outputs from earlier discussions, this session will allow you to dive deeper,
setting out the issues as you see them, collectively exploring and establishing action plans. Based on a round table format:
> Session leaders from the conference program will facilitate your conversations, bringing their conclusions and thoughts to help the frame the agenda, outlining challenges for the table.
> Delegates will then discuss, further developing their ideas on how to apply the methods and techniques in their own situation, identifying challenges and pitfalls as well potential ways of overcoming them.
> This highly inclusive format will conclude with each delegate outlining their own action plan and providing observations on lessons learnt, which will feed into the collective research outputs.
All leaders in attendance of this active research session will receive a complimentary copy of any research documents based on the outputs (collated by Forrester Research).
Session led by Derek Miers, Principle Analyst, Forrester Research
5.50: End of Day 2

8. Pre-conference training and accreditation course for BPM Leaders: SPONSORS
CPP levels 6 & 7 18th & 19th October 2011
The Certified Process Professional® (CPP) Program takes BPM About Your Facilitator:
Training to an entirely new level. Steve Towers - Lead Coach & co-founder, BP Group www.global360.com
Delivered by BP Group Coaches and Partners across the globe this premier
leadership training course is designed for those seeking professional skills
in process management, process improvement, process alignment and
innovation. The Advanced Business Process Management Methods and
Techniques that Deliver!
> Uncover Process Improvement opportunities in just hours - in any Steve works with a team of highly experienced hand picked business
process, big or small professional across the globe helping individuals and organisations www.progress.com
> Identify Actions that will improve process efficiency by 30% to 60% within realise the benefits of Enterprise BPM aka Outside-In. A seasoned
90 days of deployment practitioner with over 30 years of hands-on experience, Steve is
> Delight your Customers (making them your biggest advocates) through one of industry’s noted experts in Advanced BPM and Performance
Successful Customer Outcomes transformation. He heads the Research & Professional Services network within MEDIA PARTNERS
> Innovate to compete, set the market trend and even dominate your industry the BP Group. As a co-founder of www.bpgroup.org in 1992 Steve developed the
world’s first and premier network for Process & Performance professionals. Now
The Certified Process Professional program builds your competency in in 118 countries with membership of 50,000+.
delivering these essential benefits in literally everything you do. Unleashing
the power of process in your organization today. Levels 6 & 7 are designed for A noted leader Steve works as a mentor, coach and consultant and has helped
leadership teams looking to connect Business process thinking to organization pioneer through research and ‘hands-on’ exposure to the world’s leading
strategy, growth and the ‘Triple Crown’. companies the evolution to Advanced BPM aka ‘Outside-In ‘. Recently recognised
as a global thought leader in ‘Outside-In’ Steve continues to evolve process
CONTENT thinking towards a customer centric view of business.
A dynamic and comprehensive approach to creating and managing enterprise
processes that deliver sustained high performance, encompassing the An inspirational speaker (he has chaired and keynoted at more than 25
full range of management systems and practices. Content based on the international conferences since 2001), contributor to leading journals and
experiences of hundreds of companies and the BP Group (www.bpgroup.org) author of several books including
networks ongoing research.
> A Senior Executives Guide to BPR (1994)
WHO SHOULD ATTEND: Senior executives and programme leaders for BPM. > In Search of BPM Excellence (2004)
> Thrive! How to Succeed in the Age of the Customer” (2005)
> Customer Expectation Management - Success without Exception
RESULTS (2006)
Course attendees will learn how to:
> Outside-In. The Secret of the 21st century leading companies
1. Exploit process management for triple crown benefits with sustained high
(2010)
performance: Reduce costs, enhance service and improve revenues at the
same time
Steve previously worked for Citibank where he led restructuring and business
2. Develop performance metrics for end-to-end processes
process transformation programs both in the US and Europe. He advises several
3. Link processes to enterprise business goal
boards across the globe and sits on the steering panel of the influential California
4. Coach and align people for performance and process management
based BPM Forum, a group of distinguished CXO’s
5. Improve business performance immediately (15-40% within 90 days)
heading up Global 500 companies.
6. Establish a method to sustain continuous improvement (annual
improvements 15-20%)
7. Achieve the tactical and strategic payoffs of process

9. Registration Information
Register and Register and Register and Register and pay Standard Price Please note your application for registration will be considered upon submission and additional profiling requested. Based on
pay before 1st pay before 29th pay before 26th before 23rd the senior nature of this event, attendees will be accepted from the following remits:
•
Global/regional programme leaders
July 2011* July 2011* August 2011* September 2011* •
Decision makers and budget holders for BPM
Business Rates •
VP – C-level business responsibility with an interest in BPM
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Name ____________________________________________ Job Title _________________________________________
DATE & VENUE
Organisation_______________________________________ Approving Manager_______________________________
20th – 21st October 2011 | The Radisson Hotel Blu, Amsterdam, The
Address____________________________________________________________________________________________ Netherlands. Please visit www.leaders-in-bpm.com for updates.
City______________________________Postcode___________________Country______________________________
Phone____________________________________________ E-mail____________________________________________
Please keep me informed via email about this and other related events.
Your customer registration code is:
Cheque enclosed for _________ (Payable to IQPC Ltd.)
Charge my Amex Visa Mastercard
Card #___________________________________Exp. Date____/_____ CVM code ______
When registering, please provide the code above. 20397.001
I cannot attend, but please keep me informed of all future events.
+44(0)207 368 9300 | enquire@iqpc.co.uk | www.leaders-in-bpm.com