B700

THE
PERFORMANCE
CONFERENCE
2009
Measures, Metrics and Management Systems to Improve
Organizational Performance and Profitability

MAY 4-7, 2009 | ORLANDO, FL

FEATURING TEN COMPREHENSIVE TRACKS: Measures and Metrics for Performance Management | Measure and
Improve Employee Performance | Link Lean Six Sigma Methods to Strategy | Effectively Manage Business
Intelligence | Essentials of Customer Management | Apply Metrics to Manage Performance | Foster and Promote
a Performance Culture | Maximize Lean Six Sigma Tools | Incorporate Effective Business Analytics Improve the
Customer Experience

Where Leaders in Performance Management Gather to Share Ideas, Best Practices and Strategies
www.ThePerformanceConference.com

www.ThePerformanceConference.com 1

WHAT IS THE
PERFORMANCE CONFERENCE?
Business executives gather to explore the latest innovations and best practices in performance
management and process improvement initiatives at the annual Performance Conference. The
Performance Conference is led by speakers from the upper echelons of performance-based
companies and organizations, focused on performance management systems, measures and
metrics, employee performance and project management. By putting delegates in the room with
the best in class in performance management and measurement professionals, The Performance
Conference seeks to drive results and improve organizational performance and profitability.

Who Will Be at The Performance Conference?
TITLE
• All C-Level Executives • Vice Presidents • Managers
• Presidents • Directors • Analysts
… and anyone involved in the planning, development and management of organizational
performance.

FUNCTION
• Strategic Planning • Information Technology • Sales/Business
Development
• Human Resources • Customer Management
• Finance • Marketing/Research/
Product Development
• Operations

INDUSTRY
•
• Education
• Financial Services Technology and
Telecommunications • Automotive and
• Retail/Consumer Goods
Transportation
• Healthcare and • Travel, Hospitality and
Pharmaceuticals Entertainment • Energy and Utilities
• Industrial Manufacturing

Achieve Your Enterprise Objectives through Comprehensive
Performance Management

2 The Performance Conference 2009

LETTER FROM THE
CONFERENCE CHAIRS
Dear Colleague:

The mortgage crisis, a weak dollar, low consumer confidence, inaccurate forecasts – the difficulties of the current eco-
nomic landscape are clear. Over the last year, many organizations have reported serious drops in profitability. Most
businesses understand how to survive in these kinds of economic conditions: budget cuts, re-evaluate hiring initiatives
and invest more energy into sales efforts. Whether you call it a downturned economy, a “credit crunch” or a recession,
the truth is that all industries have felt the impact.

In an economic downturn, organizations too often make hasty business decisions influenced by an immediate need.
Instead, organizations that utilize long-term planning help position themselves for success when riding out economic
hardships. In a downturned economy, the role of performance management is more important than ever to improve
operational efficiencies, cut costs and improve profitability. Performance management enables more effective man-
agement by delivering a complete view of operations and processes and provides greater clarity and insight into your
organization’s profitability, customers, operations and financial stability.

To enhance your own efforts to define, implement and advance performance improvement strategies during a down-
turned economy, you are invited to join leaders in organizational performance at The American Strategic Management
Institute’s Performance Conference 2009, May 4-7, 2009 in Orlando, FL.

At this national event, you will learn how to define and execute strategies within your organization that align with
corporate goals and drive performance across all key business functions, including finance, workforce and operational
performance. We will take a look at the various performance management and business intelligence solutions that
provide valuable information and data as predictive indicators to increase sales, optimize inventory levels, reduce costs,
improve profitability and spot relationships with customers that could lead to more business opportunities. Unlike any
other event, The Performance Conference will focus on the challenge of aligning strategy with measures to achieve your
enterprise objectives through comprehensive performance management.

While everyone is looking for a way to improve their sustainable market advantage, a new differentiator has emerged:
the purposeful management of service excellence. Ensure that employees know what is expected of them by commu-
nicating how their business unit goals and objectives relate to overall organizational strategy. Achieve higher levels of
performance through proper measurement and support, and establish “line of sight” performance reporting to instill
accountability and transparency for progress. By creating, designing and executing memorable service excellence, you
will build positive customer and employee relationships resulting in solid revenue growth in economic hardships.

The nation’s leaders in performance management will be on hand for The Performance Conference 2009. Join them and
you will emerge with powerful lessons and tools for driving real and immediate performance improvements in your
organization.

I look forward to seeing you in sunny Orlando!

Best Regards,

Stephanie Donaldson Roy Barnes
Vice President of Education Former SVP of Strategic Management and Customer Development
American Strategic Management Institute Marriot Vacation Club International
President, Blue Space Consulting

AGENDA
AT-A-GLANCE
Pre-Conference Seminars: Monday, May 4, 2009 *Lunch will be provided.

8:00 Pre-Conference Seminar Registration & Continental Breakfast
9:00 SEMINAR A SEMINAR B SEMINAR C
Balanced Scorecard Fundamentals: Build and Budgeting and Forecasting: Create Your Lean Six Sigma
Design Your Scorecard Roadmap for Change White Belt Certification
4:00 Seminars Adjourn

Day One: Tuesday, May 5, 2009
7:30 Conference Registration, Continental Breakfast & Exhibits
8:00 Welcome Address and Opening Remarks by Chairperson
8:15 KEYNOTE ADDRESS Convert Strategy Into Action through Performance Management
TRACK A TRACK B TRACK C
Measures and Metrics for Measure and Improve Employee Performance Link Lean Six Sigma Methods to Strategy
9:00 Connect Strategic Planning and Organizational Develop an Appraisal System to Manage, Align Lean Six Sigma with Overall
Results to Performance Management Measure and Improve Employee Performance Organizational Strategy
10:00 Networking Break in Exhibit Hall
10:30 Formulate, Align and Integrate Performance Track the Effectiveness of Your Organization: Build Key Infrastructure for a Successful Lean
into Your Business Strategy Measuring What’s Important Six Sigma Deployment
11:30 Select the Right Measures for Enhanced Increase Performance through Talent Select and Mobilize Leaders Around Six
Corporate Performance Management and Succession Planning Sigma Initiatives
12:30 Networking Luncheon & Exhibit Hall
TRACK A (Continued) TRACK D TRACK C
Measures and Metrics for Foster and Promote a Performance Culture Maximize Lean Six Sigma Tools
1:15 Leadership’s Role in Managing and Develop a Performance Management System Use Voice of the Customer Techniques to
Implementing Performance Measure through to Manage and Track Performance Gain a Competitive Advantage
Balanced Scorecard Initiatives
2:00 Dubai Cascade Organizational Business Line Priorities Lean Tools: Understand Value Stream
through All Levels of the Organization Mapping, 5S, and Kaizen
INTERACTIVE SESSIONS
3:15 Strategy Mapping: Bridge the Gap Between Budget Performance: The Role of Key Project Performance: Implement Effective
Performance Strategy and Execution Business Drivers in the Budgeting Process Project Performance Strategies to Increase
Bottom-Line Results
4:30 Exhibit Hall Hours & Networking Cocktail Reception
5:30 Adjourn

Top 10 Reasons to Attend
1 2 3 4 5 AMPLIFY the
DRIVE a
PERFECT Your
DEVISE
ENHANCE Your
Performance of
Customer-Centric
Performance
Measures for Your
Performance
Your Employees
Culture in Your
Reporting
Organizational
Management
Organization
Goals
System


AGENDA
CONTINUED
Day Two: Wednesday, May 6, 2009
7:30 Continental Breakfast & Exhibits
8:00 Opening Remarks by Chairperson
8:10 KEYNOTE ADDRESS The Art of Change Management
9:00 KEYNOTE ADDRESS Lead a Performance Management Culture in a Complex Organization
10:00 Networking Break in Exhibit Hall
TRACK F TRACK G TRACK H
Apply Metrics to Manage Performance Effectively Manage Business Intelligence Essentials of Customer Management

10:30 Boost the Bottom Line: Use Metrics to Design Integrated Business Metrics to Develop Key Customer Feedback Measures
Manage on Demand with Practical Maximize Performance and Metrics
EPM Solutions
11:30 Balanced Scorecard Design: Choose the Key Use Performance Modeling and Dashboards Case Study: How Hewlett-Packard Innovates
Performance Indicators to Link Strategy to Operations using Marketing and Sales Strategies to
Improve the Customer Experience
TRACK F (Continued) TRACK I TRACK J
Apply Metrics to Manage Performance Incorporate Effective Business Analytics Improve the Customer Experience

1:30 Link Innovation to Performance Measures to BI Performance Dashboards: Drive the Customer Experience to Build
Drive Sustainable Growth Measure, Monitor, and Manage Your Customer and Employee Loyalty
Business Performance
2:15 Identify Key Business Drivers to Improve Gather and Interpret Data to Understand Move from a Corporate-Focused to
Organizational Performance Predictive Analytics and Drive Strategy Customer-Focused Organization
3:15 Understand and Implement Effective Risk Assess Your BI Maturity: Take BI to the Build a Customer-Centric Culture of
Management Strategies Next Level Performance in Your Organization
4:00 Chairperson’s Closing Remarks: Developing and Capitalizing on a Performance Management System
4:30 Adjourn

Post-Conference Workshops: Thursday, May 7, 2009
8:00 Post-Conference Workshop Registration & Continental Breakfast
9:00 WORKSHOP A WORKSHOP B WORKSHOP C
Lead and Organize Business Intelligence Design a Customer Experience for Increased Implement Proven Strategies to Ensure a
Teams: Improving Individual and Profitability and Market Share Successful Six Sigma Deployment
Team Performance
12:00 Workshops Adjourn

6 7 8 9 10 DESIGN Integrated
MEASURE
UTILIZE Customer
UNDERSTAND
PLAN and
Business Metrics
and Improve
Insight to Drive
Predictive
Implement the
to Maximize
Employee
Innovation
Analytics to
Value of Lean
Performance
Engagement
Drive Strategy
Six Sigma


PRE-CONFERENCE
SEMINARS
Monday, May 4, 2009

Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have
immediate application. With this full-day application session, you will enhance your training experience by establishing
a reference point of knowledge, language and methodologies for the rest of the event. These seminars will dive deep
into Balanced Scorecard, budget forecasting and Lean Six Sigma to help improve your expertise and gain knowledge of
practical tools to implement from field experts. Enrollment space is limited, so register today to reserve your place.

8:00
Pre-Conference Seminar Registration & Continental Breakfast

9:00
SEMINAR A SEMINAR B
Balanced Scorecard Fundamentals: Build and Design Budgeting and Forecasting: Create Your Road Map
Your Scorecard for Change
Understanding the fundamentals of the Balanced Organizations struggling to improve the efficiency and
Scorecard (BSC) methodology is critical to maximizing effectiveness of Budgeting and Forecasting often settle for
the execution of strategy. This workshop, including incremental improvements when more comprehensive
hands-on exercises, will help you learn how to integrate change is needed. This session describes how top finance
proven BSC tools and techniques to achieve breakthrough organizations are saving time and improving results by
results. Learn the basics of Balanced Scorecard design shifting from traditional budget development and control
and deployment, while gaining insights into the potential to the use of more robust tools like relative performance
pitfalls and hurdles to successful implementation. measurement, cost control and rolling forecasts. Find
Discover the best practices in the latest BSC advancements out how to transform your company’s budgeting and
to accelerate your results towards a strategy-aligned forecasting cycle into an adaptive financial model.
organization. Completion of this workshop will help Evaluate your company’s strengths and weaknesses to
you translate BSC theory into concrete results for your improve your existing processes. This workshop you will:
organization. Develop a solid understanding of key BSC
• Analyze the effectiveness of your existing management
concepts and misconceptions.
processes
• Receive complimentary copy of Harvard Business • Create a road map for effective implementation of
School #1 ranked Hall of Fame Case Study “Crown improved processes
Castle International” (program directed by trainer Bob
• Move from traditional models to continuous planning
Paladino)
and adaptive control
• Learn 25 Hall of Fame best practices and valuable
• Learn from best practices case studies
lessons – and pitfalls to avoid
MITCH MAX
• Learn how to use established tools and templates to help
Managing Partner
accelerate your results
DecisionVu
• Discover a roadmap for the journey to developing,
deploying and cascading strategy maps and scorecards
• Understand the key links to BI, covered more
completely in the afternoon workshop
BOB PALADINO
Former SVP, Crown Castle International
Founder, Bob Paladino & Associates


PRE-CONFERENCE SEMINARS
CONTINUED
Monday, May 4, 2009

9:00 12:00
SEMINAR C Networking Luncheon
Lean Six Sigma White Belt Certification
Our intensive White Belt Certification program is a
1:00
basic course allowing executives to understand the
SEMINAR A (CON’T):
underlying concepts, methods and tools needed for Lean
Balanced Scorecard Fundamentals: Build and Design
Six Sigma deployment. These individuals will gain a
your Scorecard
solid understanding of the Lean Six Sigma methodology
and how it can be applied to various projects. Attendees
will learn how to utilize the key tools and techniques SEMINAR B (CON’T):
Budgeting and Forecasting: Beyond Budgeting:
needed for a Lean Six Sigma deployment. Each attendee
will be required to take a 30-minute examination at the Create Your Road Map for Change
conclusion of the course to ensure they have a working
knowledge of the information provided. After completion
SEMINAR C (CON’T):
of the course, they will be prime candidates for Green Belt
Lean Six Sigma White Belt Certification
Training.
Key Learning Objectives:
• Understand the history and background of Lean 4:00
Six Sigma Workshops Adjourn
• Learn how to develop a project charter
• Evaluate the core concepts of Lean and Six Sigma

“The diversity of opinions all converged
• Maximize your understanding of the Lean Six Sigma
methodology (focus on DMAIC – Define, Measure,
Analyze, Improve, Control)
on the same common problem:
• Learn how to identify non-value added steps in your
process
How best to drive results with
• Develop skills needed to manage the culture change
• Understand how to use data properly to effectively
business performance management
measure, analyze, improve and control performance
• Evaluate Voice of the Customer (VOC) techniques
and measures? The Performance
• Examine the Cost of Poor Quality (CPQ)
• Learn key data collection strategies

Conference highlights different theories,
• Receive basic statistics, graphical analysis and Statistical
Process Control (SPC) training

techniques and tools to establish
CHARIS GROSSMAN
Six Sigma Black Belt
Senior Fellow, The Performance Institute
a process-oriented performance
management system.”
FRANK FALZON
Director of Customer Business Planning & Analysis
MasterCard International Incorporated


DAY
ONE
Tuesday, May 5, 2009

7:30
Registration, Exhibits & Continental Breakfast

8:00
Welcome Address and Opening Remarks by Chairperson
ROY BARNES
Former SVP of Strategic Management and Customer Development
Marriot Vacation Club International

8:15
KEYNOTE ADDRESS
Performance Excellence: Connecting Organizational Strategy to Individual Execution
Moving from strategy definition to strategy execution is one of the biggest challenges that organizations face in the push
to improve performance and remain competitive. The majority of organizations, large and small, continue to struggle with
effectively communicating strategy and, in turn, converting strategy into operational execution and individual performance.
Implementing a performance management system is often the key to success in bridging this gap, but the intricacies of
implementation can be intimidating and often overwhelming. This keynote presenter will address the struggles that many
organizations face when converting strategy into execution, how to effectively align performance and accountability, and
the benefits that await your organization.
ADAM COHEN
National Vice President, Strategy Integration
UnitedHealthcare

10:30
Networking Break & Exhibits

“Implementing what is talked about in these conferences
transitions your organization from good to great.”
DAVE LAMASCUS
Arsenal Digital Solutions


TRACK
OVERVIEWS
TRACK A: MEASURES AND METRICS FOR PERFORMANCE MANAGEMENT
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. However, executives and managers continually struggle with finding the “right
measures” that will produce higher levels of growth and performance. Implementing, managing and utilizing meaningful
measures for your performance management system is no easy task, but it is certainly attainable and organizations quickly
see extensive rewards in successful implementation. These sessions will offer best practices and techniques to effectively
utilize and implement a performance management system within your organization and assist in finding the right measures
to incorporate into your performance management system.

TRACK B: MEASURE AND IMPROVE EMPLOYEE PERFORMANCE
Employee improvement thrives when there is a clear line of sight between 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 organization’s productivity and performance potential can grow exponentially. 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 C: LINK LEAN SIX SIGMA METHODS 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 D: FOSTER AND PROMOTE 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 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 E: MAXIMIZE LEAN SIX SIGMA TOOLS
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.


DAY ONE
CONTINUED
CHOOSE TRACK A, B, C, D OR E:

9:00
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE TRACK C: LINK LEAN SIX SIGMA METHODS
PERFORMANCE MANAGEMENT EMPLOYEE PERFORMANCE TO STRATEGY
Connect Strategic Planning Develop an Appraisal System to Align Lean Six Sigma with Overall
and Organizational Results to Manage, Measure and Improve Organizational Strategy
Performance Management Employee Performance • Learn how to integrate Lean
Six Sigma initiatives into your
• Make the necessary linkages to • Provide effective evaluations to
overarching strategic plan
transform strategy into action set goals, clarify expectations and
enhance employee performance • Understand how to develop a
• Take the next steps towards proper
strategic focus with
strategy formulation • Establish criteria for an ideal
end-outcome goals and process
appraisal system and appoint an
• Learn the functional roles in
improvement initiatives in mind
implementation team
strategic planning and their link to
• Start strategically thinking in terms
strategy execution • Communicate how performance
of Lean Six Sigma and how to
measurements directly relate to
DENNIS KOCI
achieve organizational objectives
individual and organizational goals
Former SVP Operations
ANGI JENNINGS
Hilton Hotel
Heath Management Engineer
Adventist Health System

10:00
Networking Break & Exhibits

10:30
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS TO
PERFORMANCE MANAGEMENT PERFORMANCE STRATEGY
Formulate, Align and Integrate Track the Effectiveness of Build Key Infrastructure
Performance into Your Your Organization: Measuring for a Successful Lean Six
Business Strategy What’s Important Sigma Deployment
• Align your budget to your strategy • Align performance incentives • Lay the foundation for a
to individual and organizational successful and effective Lean Six
• Reconcile business planning
strategy to drive performance Sigma initiative
and budgeting with the strategy-
oriented business • Identify key levers to motivate and • Examine the resources and
improve employee productivity requirements for deploying Lean
• Observe how budgeting links to
Six Sigma and how to align those
the customer, • Avoid common obstacles to
resources to your mission and
internal processes, and employees implementing incentives by
end-outcome goals
to deliver long-term economic identifying non-value add
viability incentives • Identify key tools used to
accomplish organizational
JEAN NITCHALS KATHLEEN CHAVANU
objectives through process
Former Senior Financial Analyst, Best Buy Director of Performance Improvement
improvement projects
Manager, eCaptial Advisers Children’s National Medical Center
JOHN MURPHY
Asst Vice President
Operations Process Excellence
CSX Transportation


DAY ONE
CONTINUED

11:30
TRACK A: MEASURES AND METRICS FOR TRACK B: MEASURES TO IMPROVE EMPLOYEE TRACK C: LINK LEAN SIX SIGMA METHODS
PERFORMANCE MANAGEMENT PERFORMANCE TO STRATEGY
Select the Right Measures to Increase Performance through Select and Mobilize Leaders
Enhance Corporate Performance Talent Management and around Six Sigma Initiatives
Succession Planning
• Identify the challenge of selecting • Learn the key competencies that
the right set and number of the leaders of the deployment
• Execute a strategic succession plan
measures for results must possess
by assessing the current talent
• Develop metrics that allow pool to keep talent • Effectively mobilize leaders
employees to link their activities around new leadership
• Effectively communicate with
and outputs to overall corporate competencies
your workforce to create a
objectives and goals seamless transition • Examine strategies for effectively
• Define the link between corporate developing the competencies
• Sustain knowledge within your
goals and major operational business to improve overall JEFF SLATER
perspectives organizational performance Senior Productivity Leader
GEOFF GRUSON Sonoco
Executive Director
Police Sector Council

12:30
Networking Luncheon & Exhibit Hall

1:00
TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS
TRACK A: MEASURES AND METRICS FOR PERFORMANCE
PERFORMANCE CULTURE Use Voice of the Customer Techniques
MANAGEMENT
Develop a Performance
Leadership’s Role in Managing to Gain a Competitive Advantage
Management System to Manage
and Implementing Performance • Uncover methods to define and
and Track Performance
Measure through Balanced understand customers’ priorities and
Scorecard Initiatives • Prioritize key objectives that serve as the focus improvement efforts
foundation for measures and initiatives • Create higher levels of customer
• Learn the role leadership plays in
• Manage and track performance satisfaction by educating your business on
translating vision and mission into
management to increase productivity Lean Six Sigma VOC principles and tools
organizational strategy
• Learn various frameworks that identify • Learn to effectively capture customer
• Create a strategy-focused organization
the big picture when managing feedback to provide the best-in-class
with BSC tools and techniques
performance programs quality product or service
• Develop a strategy that centers on the
JOSH STALKER JEFF SLATER
values and core competencies of your
Strategy Management Sr. Mgr Senior Productivity Leader
organization
Lockheed Martin Sonoco
DENNIS KOCI
Former SVP Operations
Hilton Hotel


DAY ONE
CONTINUED

2:00
TRACK A: MEASURES AND METRICS FOR TRACK D: FOSTER AND PROMOTE A TRACK E: MAXIMIZE LEAN SIX SIGMA TOOLS
PERFORMANCE MANAGEMENT PERFORMANCE CULTURE Lean Tools: Understand Value
Build a Corporate Performance Cascade Organizational Business Stream Mapping, 5S and Kaizen
Management Framework Line Priorities through All Levels • Understand the key tools and
of the Organization
• Align performance objectives with techniques of value stream
the corporate strategy leveraging • Ensure that each employee mapping
existing IT systems and enterprise knows what is expected of them • Learn the principles of 5S as an
architecture infrastructure by communicating how their approach to standardizing and
• Achieve higher levels of efficiency business unit goals and objectives improving the quality of the
through effective reporting cycles relate to the overall strategy physical condition of the shop
and communication • Utilize team planning and change floor and front office areas
• Gain a greater understanding management principles to mitigate • Evaluate best practices and lessons
of current performance levels risk and enhance engagement learned in running Kaizen events
and devise a roadmap for the • Establish “line of sight” ANGI JENNINGS
journey ahead performance reporting to instill Heath Management Engineer
accountability and transparency Adventist Health System
for progress
GLEN GOODNIGHT
Senior Vice President
BAE Systems

2:45
Networking Break in Exhibit Hall

“Great speakers, great presentation—
I wish my colleagues had been here too!”
TRACY MCGURRAN
VP of Client Services, Insurance Technologies


DAY ONE
CONTINUED

3:15
These sessions of experienced professionals will discuss and address issues faced in today’s
competitive environment. The interactive sessions will expand analytical thinking to
discover innovative methods to overcome challenges and capitalize on opportunities.

INTERACTIVE SESSION A: INTERACTIVE SESSION B: INTERACTIVE SESSION C:
Strategy Mapping: Budget Performance: Project Performance:
Bridging the Gap between The Role of Key Business Drivers Implement Effective Project
Strategy and Execution in the Budgeting Process Performance Strategies to
Increase Bottom-Line Results
• Understand the principles behind • With the right tools, key business
Strategy Mapping, its virtues and drivers such as market conditions, • An organization’s success is
its vital importance performance measurements, dependent on the strength and
customer demographics and
• Identify key strategic goals and focus of its projects. When
marketing activities can be tracked
useful measures for accomplishing companies lose valuable time and
to help uncover budgeting trends
results while communicating resources reworking projects,
and to recognize what to look for.
between all business stakeholders missing deadlines and shifting
to improve organizational output • Define and test linkages of focus, organizational merit folds
drivers to measure financial and in on itself, turning possible
• Create an organization that aligns
business performance triumphs into eventual failures.
both vertically and horizontally
• Explore measurements and metrics • Understand the value of
LARRY HALBACH
for various business factors that learning best practices in project
Executive Vice President
can be incorporated into your management
The Balanced Scorecard Institute
forecasting • Define project success criteria to
• Understand business driver cause- increase business value
and-effect relationships • Improve project performance
and align strategic initiatives
BOB PALADINO
through innovations in project
management methodologies
Founder, Bob Paladino & Associates

4:30
Exhibit Hall Hours & Networking Cocktail Reception
Discover the latest performance-based technology that is valued by high-performing
organizations. Envision the endless possibilities for your company when you utilize these
tools to satisfy all performance-related needs.
Following directly after the exhibit hours, please join us for a complimentary networking
reception as a way to get to know your colleagues and speakers. You will have the opportunity
to exchange ideas with your fellow delegates and establish beneficial professional relationships.

5:30
Adjourn


DAY
TWO
Wednesday, May 6, 2009
7:30
Continental Breakfast & Exhibits

8:00
Opening Remarks by Chairperson
ROY BARNES

8:10
KEYNOTE ADDRESS
The Art of Change Management
As uncertain times come upon organizations, leaders are faced with new, complex and daunting challenges. Leadership skills and
organizational strategies require flexibility and change. In this session, you will learn invaluable tools and techniques to embrace
transformation and to incorporate change management into your organizational strategy. Consider how clean conceptual contexts
can help make strategic execution a core competency in your business.
ROY BARNES

9:30
KEYNOTE ADDRESS
Lead a Performance Management Culture in a Complex Organization
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. The combination of smart people and smart processes elevates a company from a “thinking organization” to a “doing
organization”. We all recognize that success depends on linking corporate goals with employee behavior, but the key lies in
focusing on people to create a culture that inspires, enables and measures top performance. This keynote address will offer best
practices and techniques to effectively utilize and implement a performance management system within your organization to
communicate goals and motivate employees.
SCOTT GRIFFITH
Chief Executive Officer
Zipcar

10:00


TRACK
OVERVIEWS
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE
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 G: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE
Business Intelligence (BI) focuses on the use of information to drive effective business actions. Capturing,
organizing and communicating the key business requirements for your BI program requires an approach that
aligns your company’s business strategy and objectives with the technical infrastructure to deliver the right management
information to the right people at the right time. Learn how to use BI to execute strategy, optimize business processes and
improve performance.

TRACK H: ESSENTIALS OF 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 I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS
Business analytics is at the forefront of BI and focuses on the effective use of data and information to drive
positive business actions. It is through analytics that business managers and analysts achieve the insights
that lead to informed and innovative business decisions. Yet analytics is a complex field that involves many
disciplines ranging from statistics to data visualization. Understand the concepts of business metrics and the use
of dashboards, scorecards and data mining, and learn how companies are using analytics and data as a predictive
indicator to improve profitability and reduce costs.

TRACK J: IMPROVE 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 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.


DAY TWO
CONTINUED
CHOOSE TRACK F, G, H, I OR J:

10:30
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT
BUSINESS INTELLIGENCE
Boost the Bottom Line: Use Develop Key Customer Feedback
Design Integrated Business
Metrics to Manage on Demand Measures and Metrics
Metrics to Maximize
with Practical EPM Solutions • Use Voice of the Customer
Performance research to better understand
• Translate conceptual strategic
• Determine the right metrics customer loyalty
objectives into concrete actions that
to measure and ways to keep
are meaningful and focus on the • Review a case study of how one
them current in a continuously
proper tasks, processes and projects company transformed from a
changing business environment
that truly drive performance poor performer to best-in-class in
• Learn techniques to ensure customer satisfaction and loyalty
• Hear how to apply a model
cohesion, assure consistency and
leveraging and complementing • Understand the relationship
avoid conflict among metrics
balanced scorecards as well as between feedback, metrics,
traditional financial management • Learn where to start and how analysis and improved business
much will it cost performance
• Proactively manage, measure and
monitor financial and/or operational BRUCE R. WHITELY STEWART COLLINS
performance and explain ‘why’ Chief Information Officer Global Director of GuestPath
when performance does not meet JJ Taylor Companies, Inc Delaware North Companies
expectations or targets
JEAN NITCHALS
Former Senior Financial Analyst, Best Buy
Manager, eCaptial Advisers

11:30
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK G: EFFECTIVELY MANAGE TRACK H: ESSENTIALS OF CUSTOMER MANAGEMENT
BUSINESS INTELLIGENCE
Balanced Scorecard Design: Case Study: How Hewlett-Packard
Use Performance Modeling and
Choose the Key Performance Innovates using Marketing and
Dashboards to Link Strategy to
Indicators Sales Strategies to Improve the
Operations Customer Experience
• Understand how KPIs impact your
• Evaluate your company’s
organization’s bottom line • Understand the strategic
organizational and technical
• Develop a high-level snapshot of investments necessary between
readiness to undertake a successful
your organization based on marketing and sales as it relates to
performance dashboard project
effective KPIs customer segments
• Create effective KPIs that change
• Generate your KPIs into • Discuss how to develop your intention
organizational behavior and
organizational results and and strategic direction to achieve
improve performance
effectively communicate them • Examine ways to invest, and make
• Integrate existing performance
across the organization tradeoffs, between these two
dashboards and metrics using a top- functions that drive and manage the
BOB PALADINO
down or bottom-up approach customer experience
LEN VITTO
Founder, Bob Paladino & Associates TARA AGEN
Business Intelligence Manager Chief of Staff, Business Strategy and Planning
Chico’s FAS Inc Hewlett-Packard LaserJet and Enterprise Solutions


DAY TWO
CONTINUED

12:30
Networking Luncheon & Exhibit Hall

1:00
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK J: IMPROVE THE CUSTOMER EXPERIENCE
Link Innovation to Performance BI Performance Dashboards: Drive the Customer Experience
Measures to Drive Measure, Monitor and Manage to Build Customer and
Sustainable Growth Your Business Performance Employee Loyalty
• Leverage organizational resources to • Evaluate your company’s • Segment experiences by customer
innovate in a competitive environment organizational and technical types and customer values
readiness to undertake a successful
• Integrate innovation performance • Prioritize touch-point experiences
performance dashboard project
measures to discover and avoid technology traps
growth opportunities • Create effective KPIs that change • Understand how your front-line staff
organizational behavior and
• Track and measure data to effectively impacts your bottom line
improve performance
demonstrate ROI of innovation ADAM KRANITZ
• Integrate existing performance Global Search Marketing Strategist
dashboards and metrics using a top- Avid Technology, Inc.
down or bottom-up approach
JEFF GILL
Senior Director of Network Surveillance
Comcast

2:15
TRACK I: INCORPORATE EFFECTIVE BUSINESS ANALYTICS
TRACK F: APPLY METRICS TO MANAGE PERFORMANCE TRACK J: IMPROVE THE CUSTOMER EXPERIENCE
Gather and Interpret Data to
Identify Key Business Drivers Move from a Corporate-Focused to
Understand Predictive Analytics to
to Improve Organizational Customer-Focused Organization
Drive Strategy
Performance • Make loyalty the core strategy
• Understand the basic principles and
• Recognize the drivers that will • Develop a brand culture around
terminology for predictive analytics
uncover trends and align priorities the customer
with business direction. • Learn how to define business • Create a customer-focused strategy
objectives for a predictive analytics
• Understand business drivers and gain embraced at the top and on the line
model
a real-time view into key metrics that LAURA DESOTO
drive performance • Use data as a predictive indicator to SVP Strategic Initiatives
leverage your strategic objectives and
• Identify, measure and track Experian
improve profitability, reduce costs
key business drivers to
SANDY ANDERSON
and market more effectively
manage performance
Vice President
JONATHAN GREENBERG Experian
Business Intelligence Manager, IT
BMW of North America, LLC

2:45


DAY TWO
CONTINUED
3:15
INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in
today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative
methods to overcome challenges and capitalize on opportunities.

INTERACTIVE SESSION D: INTERACTIVE SESSION E: INTERACTIVE SESSION F:
Understand and Implement Effective Assess Your BI Maturity: Take BI to Build a Customer-Centric Culture of
Risk Management Strategies the Next Level Performance in Your Organization
Stay competitive. Organizations must Today, the role of BI has shifted and Managing your customer experience
enhance their risk measurement and is an integral part of any business and is critical in today’s consumer-driven
management programs with proven it is no secret that organizations look environment. One of the first steps
strategies and successful methods. to BI to increase bottom-line results. in creating successful customer
Effective performance measures In this session, learn to assess your BI experiences is to understand and
and accurate risk data are essential program and identify growth oppor- assess current customer touch
for professional to make informed tunities to take your program to the points and data. Learn to build a
decisions during examinations and next level. customer-focused culture to enhance
implementation of new products, organizational performance.
• Understand the value of a maturity
processes and procedures. model for selling BI projects • Generate buy-in from the executive
• Discuss comprehensive performance • Identify the five stages of data suite down to the shop floor
management framework for warehousing and analytical maturity • Communicate the need for a
mitigating organizational risks • Provide stakeholders insight from memorable customer experience
• Examine how risk can impact your consistent, unified data delivery and with your employees
institution and affect your bottom line analytical architecture • Maintain focus and engagement
• Make informed decisions to lessen through the customer
GREG MCMILLAN
internal and external risk factors experience process
Director Business Intelligence & Data
ROBERT BROZEY Warehousing NEDRA SADORF
Former COO/CFO Gevity HR, Inc. Chief Operating Officer
New Millennial Homes Hunter Business Group

4:00
CHAIRPERSON’S CLOSING REMARK
Developing and Capitalizing on a Performance Management System
This closing session will deliver the final words on performance management. Throughout the conference, many topics
have been discussed. Theories have been formulated to support performance management. Measures and metrics have
been mapped for enhanced management flexibility along with many other performance topics. This session will show
in detail what these performance strategies did for organizations to prove that the effort to implement a performance
management system is truly worth the capital and dedication from employees.
ROY BARNES

4:15
Conference Adjourns


POST-CONFERENCE
WORKSHOPS
Thursday, May 7, 2009

Post-Conference Workshops are practical, supplementary application sessions which incorporate and review
tools, techniques and methods presented during the event. Participants will obtain a further understanding
of how to use newly acquired tools and cutting-edge strategies to improve performance. Through group
exercises and scenario-based learning, you’ll walk away with the expertise and resources needed for
immediate and practical application. Enrollment space is limited, so register today to reserve your place.

8:00
Continental Breakfast & Post-Conference Workshop Registration

9:00 WORKSHOP B WORKSHOP E
WORKSHOP A Designing a Customer Experience Implement Proven Strategies
Lead and Organize Business for Increased Profitability and to Ensure a Successful Six Sigma
Intelligence Teams: Improving Market Share Deployment
Individual and Team Performance Most senior business leaders agree A successful Six Sigma initiative
Business Intelligence projects that differentiating your product solely is based on a successful Six Sigma
struggle with a variety of issues that on the traditional physical elements deployment. The proven model
chronically inhibit success. Some of of price, delivery or even quality is no for deploying a successful process
these issues are technical—many are longer a sustainable business strategy. improvement initiative is to
not. At the core of these issues are A new differentiator has emerged and build an effective infrastructure,
cultural and people challenges. Is that is the purposeful management of obtain executive commitment and
your team struggling with change, your customer’s experiences. Creating involvement, and have your best
unclear roles and responsibilities memorable customer experiences can leaders working on projects full-
or an unpredictable culture? Has improve customer loyalty, satisfaction time. Discuss the best practices
your organization learned how to and your market position. However, for managing and driving a Lean
focus on results, create a productive many companies fail to recognize the Six Sigma deployment, the pitfalls
environment, and partner with your importance and value in purposefully to avoid and how to achieve
business customers? Regardless of enhancing each step of the customer organizational excellence through
your position, this workshop will experience with their company. Learn Lean Six Sigma. This workshop will
provide you with practical tips and how to create, design and execute also define and examine:
techniques for leading your team memorable customer experiences to • Lean Six Sigma Infrastructure
through these issues. build positive customer relationships
• Change Management
that result in revenue growth.
• Develop a framework for analyzing
• Personnel
individual and team performance • Measure the level of satisfaction with
• Project Management
• Identify ways to improve cross- your current customer experience
• Seven Areas of Waste
functional collaboration • Improve customer loyalty to create a
CHARIS GROSSMAN
• Support improved business sustainable customer advantage
Six Sigma Black Belt
performance with cohesive • Understand and assess current
Senior Fellow, The Performance Institute
Business Intelligence teams customer touch points and data
JONATHAN GREENBERG • Determine the ROI of customer
Business Intelligence Manager, IT engagements to build a business
BMW of North America, LLC case that ensures executive and
employee buy-in
• Learn how the design, creation
and execution of customer
experiences can drive customer
satisfaction, loyalty and top-line
12:00
revenue and profits
Workshops Adjourn www.ThePerformanceConference.com 19

SPEAKER
SPOTLIGHT

You can drive a Zipcar forward, backward, left sharing as a new transportation category, changing urban
or right, but Scott Griffith – Chairman and life by providing instant, affordable mobility in London,
Chief Executive Officer of Zipcar – knows England and 28 North American states and provinces.
how to take Zipcar straight up.
SCOTT GRIFFITH For his accomplishments at Zipcar, BusinessWeek named
Since Scott took the wheel in February of 2003, Scott one of its “Best Leaders of 2006,” and he was the recipient
CEO and Chairman, Zipcar has emerged as the world’s largest car- of Babson College’s ELiTE Award for entrepreneurship.
Zipcar sharing service. In the fall of 2007, Scott led As a leading authority on the benefits of car sharing and
Zipcar’s merger with Flexcar, managing the transportation issues, Scott has been interviewed by the
integration of the companies’ fleet, technology world’s top news outlets, including The Wall Street Journal,
and membership base under the Zipcar brand Newsweek, New York Times, CNN, CNBC, USA Today,
and service. Associated Press, CBS-TV, FOX-TV, ABC World News
Tonight and Time Magazine.
Scott has solidified Zipcar’s position as the leader of the
car-sharing industry, establishing a brand and customer Prior to Zipcar, Scott held senior level positions at The Boeing
experience that has attracted hundreds of thousands Company, Information America, an Atlanta-based provider
of savvy urban residents and businesses on the go. By of online public record information, and The Parthenon
forging partnerships with some of the world’s top brands Group, a boutique business strategy and investment firm.
and largest automakers, and developing relationships with
transit agencies, universities and influential city and state Scott earned his BS in engineering from Carnegie Mellon
governments, Scott has fostered the emergence of car University and his MBA from the University of Chicago.

Mr. Barnes is currently head of Blue Space Marriott International and MVCI to improve operations,
Consulting, an Orlando-based consulting firm process management and performance accountability at
specializing in strategic planning, customer all organizational levels. Co-leading efforts at Marriott
experience design and change management. International on Sales 2000, a top to bottom restructuring of
ROY A. BARNES the Sales and Marketing effort as well as leading the process
Formerly Senior Vice-President for Customer re-engineering work with MVCI’s Customer Relationship
Former SVP,
Experience and Development with Marriott Management effort, Mr. Barnes is well acquainted with all
Customer Service
Vacation Club, Roy was responsible for both aspects of the organizational challenges of customer focused
and Development, global strategic management and customer business transformation.
Marriot Vacation Club vacation experience strategy for Marriott Vacation
International Club International (MVCI), the leisure/vacation Mr. Barnes graduated from Grinnell College and is a
ownership division of Marriott International. frequent guest lecturer (Cornell University, University of
President, Maryland, Fordham, University of Central Florida). Mr.
Blue Space A twenty year veteran of the hospitality business, Barnes is currently a member of the editorial board of
he has successfully led efforts both within 1to1 Magazine.
Consulting


THE PERFORMANCE CONFERENCE
EXPO 2009
Showcasing the Latest Management Innovations

Don’t Miss The Performance
Conference Expo 2009
NETWORK
with industry leaders and your peers - Step
away from the classroom and meet fellow
executives from across the nation. Witness
Bring RESULTS Back to Your Company
first hand the benefits they’ve received
from implementing the solutions provided Moving from paperwork to an institutionalized method of
at the Expo. performance-based management requires executives to have access to
the most cutting-edge performance planning and budgeting solutions
RECEIVE
available in today’s market. At the request of conference attendees
the latest product and solution offerings
seeking leading solutions providers for their growing management
- Be a part of the most up-to-date
challenges, The American Strategic Management Institute has teamed
demonstrations and learn from key solution
with leaders in the performance management industry to bring you The
providers available at the Expo
Performance Expo 2009.
MEET
Curious about What Performance-Based Methodologies and
with leading industry solutions providers
Solutions Your Competition is Using?
- Reserve a time to meet one-on-one with
Performance Conference 2009 sponsors Network with your peers at The Performance Conference Expo 2009
to receive demos and learn how their and learn directly from top corporate leaders what performance
solutions can help your organization management solutions they consider “best-in-class.” The Performance
plan, budget, measure, and manage more Expo 2009 will showcase the latest solutions available for your business.
effectively and efficiently Be the first to know.

DEMONSTRATE
results to your key stakeholders - Show
Expect to Meet Product and Solutions Providers Ready
results to shareholders with the most
to Exceed Management Challenges
recent measurement capabilities and
performance management solutions Within the theme “Measures, Metrics and Management Systems
hand-picked by the American Strategic to Improve Organizational Performance and Profitability,” the
Management Institute Performance Conference 2009 will attract a focused group of solution
providers in:
• Performance Management
• Financial Performance and Reporting
EXPO HALL HOURS:
• Business Intelligence and Analytics
May 5, 2009: 7:00am – 6:00pm • Process Improvement
May 6, 2009: 7:00am – 6:00pm • Budgeting and Forecasting Performance
• Employee Performance and Talent Management

BECOME A SPONSOR! To learn more about becoming a sponsor contact Jessica Ward at
Sponsor Coalition Ward@PerformanceWeb.org or 703-894-0920.


LOGISTICS &
In-House Training
REGISTRATION
One of the more popular vehicles for accessing the Institute’s
educational offerings is the delivery of on-site trainings and man-
agement facilitations. Bringing a training or facilitation in-house
gives you the opportunity to customize a program that addresses
your exact challenges and provides a more personal learning
Venue and Hotel:
experience, while virtually eliminating travel expenses. Whether
you require training for a small group or for an organization- The Performance Conference 2009 will be held at the Hyatt Regency
wide initiative, the advanced learning methods employed by the Orlando International Airport, where a limited number of rooms
American Strategic Management Institute will create an intimate have been reserved at the discounted rate of $179 until April 3,
training atmosphere that maximizes knowledge transfer to en- 2009. Please contact the hotel at the number provided below to
hance the talent within your organization. make reservations and be sure to use the group code STRT to
receive the American Strategic Management Institute (ASMI)
CUSTOMIZATION discounted conference rate.
We realize that not all obstacles can be overcome by applying Hyatt Regency Orlando International Airport
an “off-the-shelf solution.” While many training providers 9300 Airport Blvd
will offer you some variation of their standard training, the Orlando, FL 32827
American Strategic Management Institute’s subject matter 800-233-1234
experts will work with you and your team to examine your www.orlandoairport.hyatt.com
programs and determine your exact areas of need. The
identification of real life examples will create a learning Hotel and Travel costs are not included in conference tuition.
atmosphere that resonates with participants while at the same
time providing immediate return on your training investment.
Using interactive exercises that employ actual projects or
scenarios from your organization, instructors can address
specific challenges and align the curriculum of each session
to your objectives. While the majority of on-site trainings
are focused on smaller groups, the American Strategic
Management Institute also has the ability to accommodate
organization-wide training initiatives. Utilizing multiple
instructors, The Institute has the capacity to deliver courses to
groups of up to 300 participants per day.

AREAS OF EXPERTISE
On-site delivery of single courses, certification programs and
WaltDisney
entire packages of specialized courses are available in the
World Conference
following areas:
Attendee Tickets
• Strategic Planning
• Performance Measurement While in Orlando, attendees of The Performance Conference
2009 and their guests have access to special rates and tickets
• Project Management
from Walt Disney World parks.
• Lean Six Sigma
Visit www.DisneyConventionEar.com/PI for special ticket rates
• Workforce Management
and offers.
• Budgeting and Forecasting
• Performance-Based Contracting
• Performance Reporting
• Program Evaluation
• Administrative Management
Save When You
• Change Management
Fly Jet Blue
• Balanced Scorecard
Attendees of The Performance Conference can receive a 5%
For more information about in-house training options available to
discount on airfare when you book your flight to Orlando on
you, please contact Mark Bryan at 703-894-0481 x 225or email him at
Jet Blue.
Bryan@PerformanceWeb.org.
Book your flight by visiting: www.jetblue.com/promo and use the code
Perform09 when booking.

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