The Sixth Annual BPM Summit
October 27--28, 2008
Hilton Rye Town, Rye Brook, New York

"Generating Value Through Visibility"

Conference Agenda

Monday, October 27, 2008

7:30 am -- 5:00 pm

Registration Open

8:30 am -- 11:30 am

Pre-Conference Workshop
Two Pathways to Dramatically Improve Your Planning and Control Processes
Steve Player, Program Director, BBRT North America
Many North American companies are moving to continuous planning and adaptive control to eliminate the annual budgeting nightmare. Using the Beyond Budgeting framework, some have already eliminated budgeting including American Express, Millipore and Park Nicollet Health Systems. Many more are in process.

This workshop will present and compare the two approaches commonly used in moving Beyond Budgeting -- the "Revolutionary" and "Evolutionary" approaches. It will focus in on the evolutionary approach, which is more common in North America. Using case examples it will illustrate:
• use of league tables to create relative measures
• changing incentive plans to reward actual performance rather than negotiating skills
• dynamic action plans and resource allocation
• rolling forecasts
• adaptive control techniques
• how the roles of senior management change

12:30 pm - 12:40 pm

Welcome & Introduction
Opening Remarks
Jack Sweeney, Editor in Chief, Business Finance magazine

12:40 pm - 1:45 pm

Luncheon Keynote Session
Optimizing Finance: Setting Priorities in Tough Times
Christa Davies, Executive Vice President & CFO, Aon Corporation
To understand where your company is going, it's important to know its history. Aon Corporation has been built on more than 420 acquisitions -- 21 in 2007 alone. This has resulted in an organization with an extraordinary breadth of capabilities as well as a complex structure. Enter Christa Davies, Aon's new CFO. Having arrived at Aon from Microsoft less than a year ago, Davies reveals the priorities that are shaping her first finance year's agenda and what role finance expects to now play in the company's impressive turnaround. Hear how finance is undergoing a top-to-bottom optimization as new key objectives are set.

1:45 pm - 2:45 pm

Plenary Session
The Seven Danger Zones Where Business Failure Is Most Likely to Happen
Paul Carroll, author of Billion Dollar Lessons (Penguin Group USA, 2008)
When placing a bet on a risky business strategy, few executives look to the past for guidance, whether it's Microsoft considering a Yahoo acquisition or Delta considering a merger with Northwest. More often, they repeat the same mistakes again and again ... with massive costs. Revealing insights from his latest book, Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years, Paul Carroll explores why executives are often blind to trouble, why risk is poorly understood, and how to introduce a "devil's advocate" process that managers, boards, and even investors can adopt to bring potentially disastrous problems to the surface before they bring the company down.

2:45 pm - 3:15 pm


3:15 pm - 4:15 pm

Plenary Session
Commoditized Technology and Commoditized Results
Dr. John Sviokla, Vice Chairman, Diamond Management & Technology Consultants
John Sviokla is perhaps best known for his quest to answer one simple question: How can executives create value with technology? Now more than ever, his business insights are especially well-tuned for finance professionals, who are being tasked with creating value and driving performance across organizations. Learn how finance professionals are leveraging technology to eliminate low-value work, improve controls, deliver information and drive innovation across large enterprises.

4:15 pm - 5:15 pm

2008 Vision Awards: Best of BPM – Case Studies Panel Discussion
Moderator: Leo Sadovy, Financial Management Solution Marketing, SAS
Including executives from this year’s winning companies:
• Presbyterian Healthcare Services, (Winner: Large Organizations)
• Seattle City Light, (Winner: Medium Organizations)
• South Dakota Department of Transportation, (Winner: Small Organizations)

5:15 pm - 6:15 pm

Vision Awards Reception
Sponsored by SAS

6:15 pm - 7:30 pm

Vision Awards Dinner
Sponsored by SAS

Tuesday, October 28, 2008

7:00 am - 3:00 pm

Registration Open

8:00 am - 12:15 pm

Concurrent BPM Breakout Sessions

Leading the Charge to Transform Finance
Steve Player, North American Director, Beyond Budgeting Round Table
There’s no doubt the world is constantly transforming, but how are CFOs transforming finance? Steve Player will draw from his many CFO interviews, including Citigroup and Southwest Airlines, to reveal how several North American companies are moving beyond traditional budgeting to continuous planning and adaptive control. The session will introduce the 7 problems with traditional budgeting and offer concrete reasons why finance needs to transform. Steve will conclude with case examples of who is transforming and why they are successful.

BPM at Risk: How to Increase Your Odds of Success
Craig Schiff, president and CEO of BPM Partners.
As many more companies have rushed to embrace BPM (business performance management) they may have overlooked some fundamental preparatory steps and could be racing towards project failure. In addition, the significant vendor landscape changes of the past 12 to 18 months have made software purchase decisions more complex, not easier as some would have hoped. In this session, a BPM decision framework will be shared to assist in navigating these tricky waters. The session will include tips on how to avoid common pitfalls and leverage the knowledge gained from those that have gone before. Lastly, we will identify the red flag warning signs that could indicate your team is headed down the wrong path. If you are just starting a performance project, or considering upgrading or expanding an existing one, you can't afford to miss this session. All attendees will also receive a copy of BPM Partners Vendor Landscape Matrix Q4 2008, a $395 value.

Gearing Up for IFRS
Virgil Colby, PMP, Program Manager, The Celestica IFRS Transition Project.
With the recent release for public comment by the SEC of a potential adoption timeline for the International Financial Reporting Standards (IFRS) in the United States, public companies are considering how to get started. IFRS consultants are at the door telling CFOs and Controllers, "you had better get going now, but don't worry because we are here to help!" Stay calm. The purpose of this session is to help finance professionals understand how to initiate and build momentum in an IFRS transition project. Topics covered will include:
•A Simple Plan and the Right Team
•Building IFRS Knowledge in Your Organization
•Choosing and Managing an IFRS Consulting Partner
•Performing an IFRS Diagnostic Report
•Building an IFRS Transition Project Plan

The material draws from Celestica's (NY:CLS) experience in the first nine months of its IFRS Transition Project. If you are considering an IFRS transition project, this material will lay out how to gear up for it. It is not as simple as a diagnostic report.

Getting the Tensions Right: The Key to Driving Performance
Damon Beyer, Partner, Katzenbach Partners
Having helped numerous finance leaders to identify and leverage so-called organizational tensions, Damon Beyer of Katzenbach Partners reveals how such tensions, when not treated with respect, can lock out finance leaders from playing transformation roles. Learn how certain tensions help to give your organization its shape and functionality, as well as how you can optimize performance by getting the tensions right and generating value across the organization.

Performance Dashboards for Value Creation: Measuring and Driving What’s Important
Jack Alexander, President, Value Advisory Group
Most initiatives in Business Performance Management (BPM) enable visibility into all aspects of the business. Unfortunately this often leads to a focus on what is easy to measure rather than a focus on what is most important to the organization’s long term success. In order to be fully relevant and achieve full potential results, we need to shift our perspective from measuring what is easy to measure, to measuring important business drivers and enablers. This workshop identifies and explores five areas that are critical to an effective BPM initiative and long term success - Value Creation, Agility, Innovation, Execution, Human Capital. While more difficult to measure than classic productivity and operational areas, the effort is truly worthwhile. In addition, we will discuss ways to ensure that BPM focus is on improving business results, rather than simply measuring business activities. Finally, we will review best practices in creating high impact dashboards for value creation.

Bridging the Gap Between Financial and Operational Planning To Transform Performance Management
Tom McCarthy, Director of CPM Strategies, Carpio Solutions
In today’s challenging environment, companies need a more comprehensive solution than traditional financial performance management. Removing the barriers between operational and financial planning enables the seamless measurement of both the activities performed and the resulting impact. By understanding their business drivers and determining those that will have the greatest impact on their future performance, businesses will make better decisions, create more reliable forecasts, and formulate and test strategies that positively impact their profitability. This session will show how modeling sophistication can be provided to all levels of the organization, from analysts to the CFO’s office. Providing these capabilities through easy to use, graphical wizards allows any user to model complex, driver-based, formula-driven scenarios in real-time. The use of these BPM 2.0 capabilities results in a more nimble, responsive, and forward looking organization.

Why Go Beyond Lean Six Sigma and the Balanced Scorecard?
Forrest W. Breyfogle III, ASQ Fellow CEO and President, Smarter Solutions, Inc.
Often organizations, which have implemented Six Sigma and Lean, find that their organizations are still fighting the problems of the day, like they did before their Lean Six Sigma implementation. They have problems “finding the money” at the enterprise level, which was reported as project savings and are having trouble finding and completing meaningful projects that truly impact the overall business. This presentation describes a measurement and improvement strategy that addresses all these issues and can take organizations to their next level. Measurements drive activities; however, many measurements do not drive the most effective activity. Described is a statistically-based measurement methodology that tracks an organization as an enterprise of interconnecting processes of supplier-customer relationships, which pulls for the creation of Lean Six Sigma improvement projects that are in direct alignment with business needs.

The Ten Day Plan: Rethinking Planning, Budgeting, Forecasting And Target Setting
Dean Sorensen, Leader, Finance Transformation Practice, Column 5 Consulting
The session presents a holistic approach to “Management Process” reengineering. It will show how “full integration” enables continuous (Planning, Budgeting, Forecasting And Target Setting) processes that can be executed in less than 30 days. Key learning objectives include the following:
• Emerging best practices that underlie the process
• Why these practices are fundamental to Finance Transformation
• How the process drives significant value by addressing universal business challenges
• How this holistic approach can minimize technology acquisition and development costs

12:10 pm - 12:50 pm

Exhibit Area Break/Buffet Lunch Served
Brought to you by Microsoft

12:50 pm - 1:40 pm

Luncheon Keynote Session
Executing Business Strategy for Measurable Benefits
Robert Kaplan, Baker Foundation Professor, Harvard Business School
One of world's foremost finance thought leaders steps beyond the borders of strategy formulation to enrich strategy execution with practical guidance and new insights. It's no secret that most companies realize only a fraction of the financial performance promised by their corporate strategic plans. Building on his preeminent work revealing the inner workings of strategy-focused organizations, Dr. Kaplan boldly diagrams a new management system -- one capable of measuring business strategy benefits. Learn how to put strategy into action as Dr. Kaplan shares new corporate research and operating tools discussed in his latest book, co-authored by David Norton, The Execution Premium (Harvard Business School Press, 2008).

1:40 pm - 2:30 pm

Plenary Session
Financial Reform Begins at Home: How to Leverage and Deploy Data to Sharpen Your Company's Competitive Edge
Thomas Redman, author of Data Driven: Profiting From Your Most Important Business Asset (Harvard Business Press, 2008) and President, Navesink Consulting Group
Financial scandals in the early 90s led to reforms, such as Sarbanes-Oxley. But the issues go far beyond fraud, as the sub-prime meltdown and subsequent credit crunch attest. Corporations and government agencies have the opportunity to make changes that will simultaneously improve trustworthiness, profitability, and financial decision-making. Doing so will not be easy. Widely known as the "Data Doc," Dr. Thomas Redman reveals five tenets to guide an organization's effort. These tenets call for a focus on customers, proper management accountability, measurement and continuous improvement, end-to-end management of financial processes, and leadership from the very top.

2:30 pm - 2:50 pm


2:50 pm - 3:40 pm

Plenary Session
How to Drive Business Performance
Joey Fitts, co-author of the best-selling book, Drive Business Performance: Enabling a Culture of Intelligent Execution.
Today’s Executives are expected to drive results faster than ever before. In this session Joey Fitts, a recognized authority on business intelligence, performance management, and strategy execution, will provide explicit steps to improving performance management within your own organization. Fitts will describe how to achieve enterprise performance management objectives, with first-hand examples from Fortune 500 companies who are winning by building accountability, intelligence, and informed decision making into their organizations’ DNA. In this session he will cover:
• How performance management can deliver competitive advantage
• How to diagnose your organization’s performance management capabilities
• What it means to effectively manage performance
• What you specifically need to be able to improve results

3:40 pm - 4:30 pm

Plenary Session
Increase Your Expenses to Drive Up Shareholder Returns
Anand Sanwal, author of Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy (John Wiley & Sons, Inc., 2007) and Managing Director, Brilliont
Using quantitative research on 800 mid- and large-cap companies, the former vice president of investment optimization for American Express explores the relationship between revenue and stock price growth from 2002 to 2007. Learn how companies that increased their investments in strategic expenses (those that foster growth and innovation, e.g., marketing, R&D, sales, innovation, etc.) over time actually outperformed the market as well as their competitive peers. Hear how companies that invested in strategic expenses while minimizing nonstrategic expenses delivered superior results. The presentation will detail the analysis as well as the process and cost optimization discipline that can help companies to achieve this.

4:30 pm - 5:30 pm

Networking Cocktail Hour

Wednesday, October 29, 2008

9:00 am - 3:00 pm

Post-Conference Workshop
Summary Description of Session -- The Portfolio Management Game

Companies that consistently deliver high levels of organic growth achieve higher revenue growth rates and superior shareholder returns relative to their peers often doing this at considerably lower risk. Organic growth which represents the true growth for the core of the company and really provides insight into whether managers have used their skills to improve the business is often overlooked and misunderstood. Despite its implications for organizational success, the main driver of organic growth -- the commitment of resources to projects, initiatives and investments in marketing, operations, sales, R&D, IT, advertising, innovation, etc -- is generally not given the attention it needs.

Portfolio management is a discipline to manage and optimize organic growth as it creates a discipline by which project and investments are prioritized and selected in a manner that rewards the best opportunities. Unfortunately, this occurs infrequently in organizations.

This session will teach participants about portfolio management and its implications for organic growth in an unconventional way -- as a game. The Portfolio Management Game ( is a role-playing exercise in which participants will experience firsthand many of the challenges organizations face in selecting projects and develop solutions to overcome these challenges. Participants can expect a highly interactive and participative session which will offer lessons they can take back to their organization including:

• The adverse impact of non-standardized business cases, models and metrics on project and investment selection and how this can be corrected
• How to develop resource allocation frameworks that help organizations make project and investment decisions which maximize value
• How to minimize the impact of politics and behavior in project and investment selection decisions
• An overall understanding of project and investment selection and their relationship to company financial performance