The Largest Premier Cross-Industry Gathering of Business Transformation & Operational Excellence Industry Leaders & Senior-Executives.
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Excellence & Innovation is an integrated program for innovation, leadership development, strategy execution and value creation. It combines disciplined innovation methods with elements of venture capitalism, crowdsourcing and collaborative leadership to deliver rapid and sustainable business improvements and innovations in any industry.
Its track record of innovation, leadership development, strategy execution and value creation for over a decade has won industry awards and accolades worldwide, including the 2015 Global Award of Excellence, the 2016 Top U.S. Private Company for Leaders and the 2017 Business Transformation & Operational Excellence World Summit.
You will learn:
How to build a sustainable culture of Excellence & Innovation anywhere in the world
How to identify or develop highly engaged innovators and entrepreneurs in your organization
How to select, prioritize and accelerate high impact, innovation projects
Hands-On Experience Includes:
Interactive exercises demonstrating powerful Excellence & Innovation concepts in action
Review of award-winning Excellence & Innovation mechanisms, methods and projects
Team challenges to foster intense collaboration, innovation and leadership networking
What makes this course special?
The interactive masterclass is led by the creator of the award-winning Excellence & Innovation program (see masterclass leader). It is a comprehensive guide for leaders and practitioners, loaded with proven methods and backed by a strong track record of results to accelerate innovation, leadership development, strategy execution and value creation in any industry.
Excellence & Innovation acceleration, culture and business transformation, and operational excellence includes more than 30,000 professionals and 100 clients in energy, oil & gas, power generation, telecommunications, technology, finance, banking, insurance, law, healthcare, transportation, infrastructure, electronics, semiconductors, food, manufacturing, education, government and non-profit organizations in more than 20 countries.
How will you benefit?
Gain the insights and mechanisms necessary to accelerate innovation, leadership development, strategy execution and value creation in any organization, globally.
Pricing
If you register as part of the Complete Access Pass or the Diamond Pass this workshop is included and applicable to our early bird discounts. Alternatively, you can register for this workshop as a standalone product for $1099.
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Excellence & Innovation Acceleration: Unleashing the Power of Great People and Organizations
About the Executive Masterclass Leader
José Pires serves as Excellence & Innovation (E&I) executive leader and advisor for companies ranging from startups to Fortune 50, where he oversees the global identification, prioritization and execution of high value business improvements and innovations for the companies, business partners and customers in multiple markets.
Pires has held Excellence & Innovation leadership positions in large, global companies in the electronics (Sony), semiconductor (Cymer-ASML), food (Nestlé), energy/water/telecommunications infrastructure (Black & Veatch) and oil & gas/energy (Andeavor-MPC) industries. Throughout his career, Pires developed and refined E&I as an award-winning program to accelerate innovation, leadership development, strategy execution and value creation globally.
Pires is an advisory board leader and keynote speaker for organizations and global conferences on innovation, operational excellence, leadership development, strategy execution, culture and business transformation, customer engagement, exponential technologies and growth acceleration.
He is an executive Lean Six Sigma Master Black Belt who holds a Bachelor in Engineering Physics from the University of Kansas and a Master in Business Administration focused in Investment Banking and Entrepreneurship from the University of San Diego.
Pricing
If you register as part of the Complete Access Pass or the Diamond Pass this workshop is included and applicable to our early bird discounts. Alternatively, you can register for this workshop as a standalone product for $1099.
A Full-Day Workshop, specially designed to help transformation & change management leaders be successful in driving change in their organizations.
This course is unique in its approach, as it offers learnings from neuroscience, design thinking and history of world leaders to lend fresh and deep insights on change management. The course blends practice with theory by offering practical hands-on exercises.
This course is meant for mid to senior level executives who run large teams or are responsible for driving change. The goal of the course is to help participants become “masters in change management”.
The course will include content to:
Help participants understand the reasons for resistance to change
Understand the functioning of the brain to drive acceptance for the desired change
Use design thinking to drive inclusion & greater participation in the creation of the future vision
Adopt tools to ensure the change sticks
Participants will become proficient at the art & science of change management. They will learn key principles and actions they need to take, and the pitfalls they must avoid, to drive change.
It will be a thoughtful, participative and fun-filled day of learning.
Course Structure / Detailed Agenda:
Who Should Attend:
Operational Excellence leaders; LEAN transformation practitioners; Agile Coaches/ Agile Transformation leaders/ Anyone trying to drive change.
Prerequisites:
None
Course Leader
Anu George, Chief Quality and Transformation Officer, Morningstar, Inc.
Anu George is the Chief Quality and Transformation Officer for Morningstar. She is responsible for providing strategic direction to Morningstar’s operational excellence & continuous improvement initiatives. She works at the intersection of operational excellence, human behavior & technology.
She has successfully led the LEAN & Agile transformation at Morningstar & is now focused on mastering design thinking & driving a digital transformation in the organization. Anu has more than 20 years of experience in reputable organizations such as Unilever, GE, and Morningstar. She has global experience through her extensive work in Asia, North America, and Europe.
Anu is an avid reader and has an eclectic choice of the books she reads. She enjoys learning and experimenting with new thoughts in the world of change management, organizational behavior, operational excellence, LEAN & Agile.
She is a frequent speaker on topics including driving transformations, business process excellence, and leadership.
Anu holds a bachelor’s degree in economics and accounting and a master’s degree in business administration, with a specialization in marketing, from the University of Mumbai.
Topic Intro:
Design Thinking is in fact becoming a leader’s go-to method for innovation and creative problem solving. Learn how this effective leadership tool can help you too.
You will learn:
Why design thinking is considered a powerful leadership tool
The Five spaces of design thinking (DT) and why they matter to you, and your organization
Specific design thinking tools and how to apply them
Three ways to infuse design thinking into your organization and leadership style
Hands-On Experience Includes:
A full cycle design thinking interactive experience which includes a dynamic mix of lecture, demonstration, hands-on teamwork, and reflective practice. Attendees will experience the five spaces of design thinking and learn how to put them into practice with a real challenge. The goal of this workshop it to introduce the transforming power of design thinking to leaders who want to learn how to create relevance in leadership, teams and organizations in a rapidly changing world
Why is this course unique?
Led by Innovation Architect, Dr. Karen Tilstra, PhD and team, this course will immerse you in design thinking. It will take you beyond any talk or article you might read on the subject. Dr. Tilstra and team has launched multiple design thinking innovation labs in substantial organizations like Advent Health (formerly Florida Hospital) as well as the Orlando Magic garnering incredible results. There are few people across the industry with as much hands on experience in understanding and implementing design thinking in large organizations. Dr. Karen Tilstra and team have designed and facilitated over 350 design thinking projects, while also teaching the method across the country and abroad. They are a dynamic team who understand the topic, while also bring extensive experience in the creative process and how people can use the principles of creative thinking to solve complex problems in any situation.
How To Register
You have 3 ways to book this full-day workshop.
Full Day Workshop Only Option (Monday Only)
The Complete Access Pass (Monday to Thursday includes Workshop on Tuesday and the Main Summit & Awards Program on Wednesday & Thursday) OR
Diamond Access Pass (Monday to Friday, same as complete access pass, plus Friday workshops, and site tour)
About the Course Leader:
Karen Tilstra, Ph.D
Karen holds a PhD in Innovation and Leadership and is a licensed educational psychologist. Over the past five years, Karen has co-founded several innovation labs, including the award-winning Florida Hospital Innovation Lab (FHIL) in Orlando as well as the Orlando Magic Innovation Lab. She is currently helping Pioneers International develop an innovation program.
Karen has designed & facilitated over three hundred design thinking projects, which includes work with multiple top Fortune 500 companies. She has taught design thinking at the university level as well as presented her vast knowledge of the subject to both national and international audiences
Karen has also helped several universities across the country become design thinking campuses and has co-designed one of the nation’s first undergraduate degrees in Innovation and Social Entrepreneurship.
In addition to her extensive work with companies and universities, Karen has been a keynote speaker and has given two well-received TED talks.
https://www.youtube.com/watch?v=l1SK_qNLx5U&t=49s
https://www.youtube.com/watch?time_continue=2&v=N4hcrA1aVpA
Are you trying to get started on your operational excellence journey, but daunted by never-ending list that reeks of rigidity, resources, time commitment and costs?
Have you spent thousands of dollars over several months to get people trained in Lean Six Sigma, but struggling to show value through tangible results?
Drawing on the speaker’s experience in deploying continuous improvement programs across different industries as well as business functions, this workshop is intended to help you develop a deployment strategy that is right for your organizational needs.
Beginning from “what should we call our process improvement program”, to “where should we begin”, “how does this integrate with that other program <AGILE, PMI, etc.> that we launched last year”, to “how do we track tangible results”, this workshop will provide a framework to develop your customized strategy and execution plan.
This workshop is geared towards Business Leaders looking to accelerate their continuous improvement journey, and Lean Six Sigma Deployment Leaders seeking a different perspective to integrate with other methodologies and change efforts within the organization, for an overall cultural transformation.
This workshop will teach a systematic approach to measuring the value of transformation opportunities and mapping them to strategic objectives at scale and speed.
How do you get a clear centralised view of existing processes and systems?
What are the most effective metrics to map value to ROI?
What data analytics and gap analysis tools do you need to employ?
Why it is essential to take ERP into account to effectively prioritize new initiatives against existing programs
EA level guidance to take into account the interplay between efficiency, customer value and employee engagement objectives
Best practice for avoiding duplication of effort
For decades organizations have struggled with creating a culture of sustainable productivity. How do you tie strategy, vision, mission, goals, metrics, and employees all together to create a culture that thrives? Most organizations have put all their eggs in one of these baskets, however, the answer lies in the integration of them all. Our ultimate goal should be to create something sustainable, long after we leave. It has to be woven into the fabric of the organization. It requires a “cultural” transformation. So, let’s talk about the RECIPE for success and how each ingredient integrates with the others to form a well-baked highly productive sustainable organization.
Servant Leadership
The first ingredient is usually assumed and taken for granted but is essential to a healthy organization. I call it “Servant” Leadership. Servant leadership is a leadership philosophy in which the main goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organizations. Organizations that embrace servant leadership operate with the client, customer and employees need in mind. They recognize that serving its “constituents ” develops loyalty and trust that ultimately creates positive vibes and an environment of success.
Vision
Every employee must have a clear understanding of where the organization is headed. Without a Vision, the people perish. Establish a clear, precise vision that is the “north star”. I often ask organizations if your 5-year vision was across the room and you walked into it, what would it look or feel like? Develop a vision without regard to any restraints. What would you like the organization to ultimately look like 5 years from now?
Mission
Most organizations have mission statements. However, they cover a full-page and often most employees do not know what it is. The mission statement is the call to action. It tells the organization what it is committed to doing. For instance, “Using our portfolio of brands to differentiate our content, services, and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world.” – Walt Disney. The mission statement is the most critical piece of information that each employee should be given. I encourage organizations to put it on the back of their business cards, open each meeting with the mission statement and include it in email signatures.
SWOT Analysis
The one area where many organizations fail is in understanding its Strengths, Weaknesses, Opportunities, and Threats. Organizations need to do an open and honest assessment of what’s working and what needs improvement. Success is when organizations leverage their strengths, address weaknesses, seize the opportunities and mitigate any threats.
Strategic Priorities
Based on the assessment of the results of the organization, the vision, and mission of the organizations, strategic priorities should reflect the top areas that need to be addressed. Usually 5 to 6 strategic priorities that enable the organization to achieve its mission. These priorities provide the marching orders for all departments to collaborate but also serves as a check and balance on where budget and resources should be applied.
Performance Management Scorecards
Measuring success is key! I often tell organizations, if you want to lose weight, you have to be willing to get on a scale. Organizations have to be willingly measuring their performance based on data. Balanced Scorecards of Key Performance Indicators tell you if what you are doing is working. It also highlights areas of concern and allows organizations to quickly take action.
High-Performance Teams
Lastly, the most important component of any organization is its people. Many organizations take for granted the need to engage employees. Statistics show that organizations thrive when employees are engaged. Also, employees who are engaged perform better. So how do we engage employees and get them committed to the vision, mission, and strategic priorities of the organization? I recommend High-Performance Teams. The common definition of a high-performance team is a group of people who share a common vision, goals, metrics and who challenge and hold each other accountable to drive results. They have a clear vision of where they are headed and what they want to accomplish.
I encourage organizations to build teams throughout the organization that works on goals that tie to the strategic priorities. At Palm Beach County we have created “Stat” Cross-Department and Cross-Functional teams that use data to analyze process, review metrics and propose solutions. Teams are using the principles of Lean Six Sigma to reduce waste, make processes lean and to drive a culture of continuous process improvement. Best practices for developing these teams include ensuring cross-discipline representation, using data to define problems and solutions, leaving titles at the door and relentless follow-up and accountability.
So there you have the recipe: Servant Leadership, Vision, Mission, SWOT Analysis, Strategic Priorities, Performance Scorecards, and High-Performance Teams. It is the integration of these ingredients that will drive sustainable and lastly productivity and a culture of continuous process improvement.
3D Thinking™ nurtures the concept of going ‘inside the box’ to tackle your challenges.
3D Thinking™ generates dimensional thinking for product and services development to produce something that has value, did not exist before, or used in a new way.
3D Thinking™ will facilitate a ‘shift’ in how you think, not what you think. The problem is ‘inside the box; not outside of it. Learn new ideas that willhelp create a better value proposition and set a higher price by synthesizing new insights and wisdom.
It will address
What do we know?
What do they need or want?
What will they pay for your solutions?
Your audience isn’t a monolith, so your products, services, and solutions shouldn’t be either. And with product and brand proliferation the consumer is begging for really innovative solutions to their perceived needs and problems. If you aren’t RE-INNOVATING, chances are you’ve dropped into the “price barrel” along with all the other “me too” products and services.
Conversations with plain talk for smart people will be punctuated with licensed movie and television scenes, ‘out of the box’ problems i.e.
What do you, as a college student, when you acquire a box car loaded with Chef Boyardee spaghetti sauce?
How do you put a sign on a building when the city prohibits it?
How do you offer the most requested incentive requested by used car salesmen, a Rolex Submariner, when Toyota doesn’t have the budget to provide them?
These and other real-world case studies will challenge creative problem- solving skills and reveal ‘inside the box’ solutions that become evident when 3D Thinking inspires greater awareness of overlooked connections between actions and consequences.
Key Takeaways:
Attendees will leave with an enhanced skill that will help find effective
solutions to their most complicated business problems.
Attendees will be shown the 3D Thinking techniques to…
Detect new opportunities using existing resources.
Discover your components.
Determine applications to product, process, marketing, and management innovative problem solving.
Develop, test and market.
Distinguish opportunities from distractions.
Deliver more persuasive presentations
This session will teach you how to prepare and implement standardized work documentation forms as a powerful Lean tool to facilitate operator training, improve safety, improve quality and reduce variability.
Takt time, work sequencing and standard inventory
Providing the baseline for Continuous Improvement
Adding discipline to your company culture
Overcoming resistance to standardised work and dislike of inflexible structures
Standardized work as a learning tool
Encouraging a problem-solving mindset and poka-yokes
Overcoming legacy systems in process controls to facilitate their integration with advanced data analytics tools and your wider process architecture is a significant challenge on both strategic and technical levels. This session will help you explore and assess the tools, techniques and best practices that can help you manage a seamless transformation program.
Acquiring or developing the rare skill-sets needed to get it right
Leveraging human resources efficiently and with the highest possible impact
Getting to the route of asset maintenance requirements and sensitive operational environment considerations
Understanding the importance of security and the difficult dynamics between IT and OT team
Prioritizing projects based on technical realities and strategic objectives
Winning hearts and minds from initial planning, through deployment and onto operational use
Organisational culture is consistently cited as the biggest challenge faced by Operational Excellence and Transformation Leaders. In a dynamic, constantly changing environment where new technology and concepts enter the picture at an ever-increasing rate, it is possible for people to feel left behind. The trusted processes and sense of purpose they have had for their working lives can seem to have become redundant in the blink of an eye. Culture is a slippery concept that grows and changes constantly within an ecosystem - It is often hard to separate cause and effect. The only solution is to make every person an agent of change and give them transparency of purpose and ownership of the process. But, how?
We are emotional beings - Responses to change won't automatically update like software patches
Change must be continuous and not incremental - How can you give people cultural KPIs that resonate?
Do leaders have sensible communication KPIs and are you well enough equipped as a communicator?
"What does a good culture look like?" or is the question "what does good look like for your culture?"
Becoming comfortable with a constant state of flux... Is that the secret to happiness?
The fundamental importance of celebrating diversity
Vishal will take you through examples of how to drive innovation in your enterprise with a specialist focus on digital, cloud and security and how you can transform these elements of your business across different touchpoints including:
Talent
Collaboration
Driving the right sources of innovation
Referencing specific case studies from his experience in:
Leading a large-scale global technology and product organization
Transforming industries by leveraging technologies like Machine Learning, Cloud, IoT, and Agile development
Developing award-winning products and partnering with sales to profitably grow the technology products and services business
Creating differentiated IoT products, partner eco-systems, and services for multiple sectors
This session presents the foundational technologies, approaches and results
from delivering a global virtual practice of medicine through:
Mergers and acquisitions occur for any number of reasons. From the process, there is a value that is expected to be realized. The goal is to get there sooner rather than later. Often competing visions, values, emotions, etc. (a.k.a. fundamental conflicts) set the journey on a course of its own versus the course that captures the intended value and synergies in the timeline desired. In this workshop, we will review the key elements that should be in the post-M&A alignment roadmap, and then we will quickly get into covering methods to bring fundamental conflicts to the surface and address them in productive ways. Participants will have active roles in exercising these methods as members of the acquiring company, the acquired company, and another surprise entity that helps make things just a little more challenging. KEY EXPECTED TAKEAWAYS: Creating a post-M&A alignment roadmap, what you need to have Three exercises that will uncover fundamental conflicts so that they can be addressed Ways to address the fundamental conflicts encountered Lessons learned when using a roadmap to guide the journey How to know you are in a good place relative to aligning the organizations during the M&A process
For those starting their RPA journey, this session focuses on how to set up a CoE program to govern and scale your automation initiative. Learn some of the tips, potential challenges, and lessons learned from Finastra. During the session, you will learn methods to: Identify the right structure for your organization Organize and upskill the team Establish your intake / assessment process Lessons Learned / Keys to Success
If we were to sit and talk about your biggest challenges, I would expect to hear that the demands on your time are at an all-time high. From back-to-back meetings to pressing deadlines, you are being stretched in a million directions. It’s clear that most organizations expect leaders, and their teams, to respond quickly to changes in a volatile competitive environment and to be “always on,” agile, and collaborative. Add to the fact, your teams yearn for professional development and growth.
In this day in age, how do leaders wear all these “hats” at the same time? What type of development do employees really want? According to Gallup’s research, it’s clear that employees want coaching and on-going development from their leader. In this workshop, we will explore the paradigm that a leader’s primary goal is to develop their people. And by applying coaching as a leadership style, you can create the right environment for your team to develop professionally and deliver sustainable results.
What attendees can expect from the session:
Understand what elements are required to create a coaching culture
Recognize that engaging employees is critical in developing sustainable results
Develop an approach to apply coaching as a leadership style
Learn how to facilitate a brief coaching conversation
Overview and evolution of Intelligent Automation Capabilities (AI, Machine Learning, Natural Language Processing, OCR, RPA) Discussion about emerging mainstream use cases and areas of early adoption Pivot discussion towards real-world challenges Fact vs. Fiction limitations of AI today Culture and Change Management Concept of defensibility/interpretation of model to be expanded upon- “can’t blindly trust the black box” Update on regulatory concerns Models for success: Build vs. Buy How to measure project outcomes Information on standards and best practice
This workshop will walk participants through a structured approach for identifying, prioritizing, and mitigating “points of failure” in business processes. Participants will learn how to identify “weak spots” in business processes that are causing actual process failures, or that may cause a process failure in the future. Workshop will cover techniques to identify and eliminate the root causes of such failures with permanent corrective and preventative actions. Finally, the workshop will describe multiple approaches to prioritize solutions that maximize business impact while weighing cost of solutions.
Many experts and publications have proclaimed Data is now more valuable than oil, but that doesn’t mean lessons learned from traditional operational processes can’t be applied to data analytics. This workshop will provide meaningful insight into the exigent healthcare data industry. We will dive into how to apply traditional lean and six sigma manufacturing concepts to a data centric industry to drive operational excellence.
For your training and skills development program to be effective it needs to be aligned directly with value creation. This interactive workshop will look at transforming your learning and development with Lean methodologies to demonstrably maximise the flow of value to your end customer.
Conducting gap analysis on competencies
Mapping training to strategic goals
Identifying new opportunities for improvements
Setting meaningful metrics and KPIs
Linking activities to their final purpose
A Lean approach to skills shortages
As one of America’s largest retail pharmacies, Walgreens and its 200,000-plus team members live square in the middle of two industries currently facing total disruption; retail and health care. Hear from Brian Kedzior, Walgreens’ head of Organizational Development and Change Management, on how the company has used empowerment and ownership to evolve a 118-year old culture and build the agility needed to continue being the champion of health and well-being in every American community. Along the way, we’ll also explore your own company’s commitment to employee empowerment, learn from each other and hopefully take a couple things away that put us ALL in better position to drive positive change in our organizations.
An engaging look into the future. What can we expect in the next 25 years in terms of technology, governments and even the future of humanity? How can we be prepared for that future? What lessons can we draw from the disciplines of bio-mimicry, technology and ethics? What are the soft and hard skills we need to survive in the future?
Anu George will predict key trends that will define the future and suggest approaches that leaders must take to survive and win tomorrow.
Is it possible to unlock the intrapreneurial spirit within a big traditional multinational corporation? Airbus took a bet and tried it out. Louise Kyhl Triolo will talk about how in the pursuit of purpose; dreaming big, thinking wrong alongside resilience, grit and positive energy can bring a traditional command and control environment to experiment with the unknown and explore the possibilities of the future.
Learn how a big multinational can go about changing culture
Which first steps to take towards creating the Intrapreneurial journey
Recommendations for what to do and what not to do
Tips and advice for making change stick
What does the future look like in the hospitality and gaming sectors?
How are we creating a positive culture to drive meaningful change?
What does it mean in real terms to develop an action-oriented mindset?
How are we managing to adapt to change at speed and ensure a continuous focus?
The super power of diversity: Increased vision, cultural improvement, bottom line results
Attracting and retaining millennials to the organisation
Avoiding the business death sentence - "We have always done it this way"
People inherently resist change. How do we harness what we know about the brain to prepare ourselves and our teams for change? Discover the different reactions to change and tips on how to manage change successfully. You’ll learn about your brain, how to relate to your teams, and leave understanding how Change Management can not only improve your odds of success in your transformation journey but also be a valuable investment in your people and culture.
The increasing complexity of the external environment drove the need for digital capabilities at Duke Energy. We focused on fundamentally transforming the way we do business and serve our customers. By using continuous innovation, we are positioned to be competitive within the industry for the future while improving customer experience and enhancing field operations service standards. We soon realized that no transformation can succeed without a culture shift that serves as a catalyst for enterprise-wide business transformation.
We will focus on discussing how delivering digital products and desired outcome for our employees and customers could only be achieved through a dedicated effort and a new mindset.
How to challenge a hierarchical management culture and empower employees and teams
How to take diplomacy, spin, controlled power and layers of approval into a space that operates with transparency, honesty and trust
How to change project funding and iterate on value with timely deliverable
How to take the illusion of perfect plans, failure avoidance and turn it to willingness to experiment, rapid improvement and learning
How to shift focus from traditional waterfalls milestones to fast delivery of minimal viable products
How to get the - Right product for the right users, increase engagement, readiness, and adoption
How to convert change fatigue into inspiration and excitement
In this session, Joe Dudas, Vice Chair, Supply Chain Management, Mayo Clinic, will share insights on:
What does it mean to innovate?
What is Digital and why is it important?
How does the Mayo Supply Chain intend to leverage Digital?
Why does healthcare need a Digital Supply Chain?
Bringing intelligent automation (IA) and change management together to drive customer experience
Identifying processes to digitise where IA can have the greatest impact on creating customer value
Becoming an operating model consultant to drive OCM
Creating vision before optimization
How to break inertia by changing existing rooted perceptions?
What is the best process to achieve on-going continues improvements?
How to harness the right KPIs to facilitate buy-in of people on all levels of the company?
The importance of focusing on tangible, visible results
Creating a complete turnaround: from worst in class to BEST IN CLASS within few years.
The following speakers have agreed to host a table over lunch for a free-flowing and open discussion.
The speaker's names will be on the respective lunch table, simply select the speaker table you wish to join.
The Global Heads of Operational Excellence Private Forum is a private peer-to-peer enterprise-level meeting for C-Level, EVPs, & Global Heads involved in Operational Excellence.
As a global leader with responsibility for meeting the accelerating demands of today's global business with next-generation Operational Excellence strategies, this meeting will provide an invaluable opportunity to benchmark, network and collaborate with respected cross-industry peers in an intimate closed-doors environment.
Bench-marking and Shared Goal Development
Networking Break
Strategic Boardroom Discussion
- Participants will be invited to submit their key items to the agenda of the session which will be defined by consensus to optimise strategic outcomes
- This is a closed-doors session and will operate under Chatham House Rule
- All participants will represent companies with over 3000+ employees and $1BN+ in revenue in the capacity of a global leadership position
Driving change in a world that is constantly changing has become more complicated. Approaches of the past no longer work, or even have negative consequences. The balanced scorecard of six sigma has proven to be outdated in the multi-dimension world we live in.
Examples of where metrics, balanced scorecard and incentives have gone wrong
Introduction of ethics into metrics
Getting more with less
Allocating required resources (capabilities and competencies) to achieve excellence
Establishing the required IT solution to manage OpEx expectations
Management OpEx employees engagement methods
Benchmarking types (internally, nationally and internationally)
Awards participation to augment excellence concepts
ISOs and external assessments participation to apply latest excellence practices
Effects of training and international certifications toward enhancing OpEx culture
This presentation will focus on the results of CMMI V2.0 adoption in over 104 countries across the globe and how V2.0 is changing the face of performance improvement.
CMMI adoption has spread far beyond the confines of the defense industry to a wide range of commercial, non-profit and government organizations around the world in a variety of industries. Today’s CMMI Model maps best practices not only in product development and engineering, but also for service delivery and management and supply chain risk management to ensure delivery of robust products and services – and development is underway to extend the model to include new security and safety content. Improving and benchmarking business capability performance has helped CMMI to develop expertise to enable organizations to achieve tangible performance results that bring to life the innovation journey for organizations seeking to create a culture of performance and quality.
Currently, more than 60 V2.0 appraisals have been completed and are publicly available to review and examine to help other organizations accelerate their improvement and innovation.
Key Take-Aways:
Understand how CMMI V2.0 improves and benchmarks business capability and performance
Gain insight into the fundamental shift from compliance to performance resulting from CMMI V2.0 adoption
Learn about the new CMMI V2.0 Security and Safety content
Understand how CMMI V2.0’s open architecture for strengthens many methods, movements and frameworks – including Agile, COBIT, DevOps, DevSecOps, ISO, SaFE – and more
See tangible performance results from CMMI V2.0 from 2019 to date, including the Medical Device Discovery Appraisal Program
Learn how CMMI V2.0 is accelerating improvement and innovation
Understand the value of sustaining organizational persistence and habit (Culture eats strategy for breakfast!)
Additional Background:
ISACA and the CMMI Institute over seven decades of collective history working with the defense and then commercial industries to map best practices in software development, engineering and services to ensure delivery of robust products on schedule and budget at or above the target quality level. Additional best practice model content includes CMMI V2.0, the latest and best the CMMI has provided to date, shifting from a process improvement to a performance improvement model and appraisal method.
Over this timeframe, the CMMI Institute has expanded CMMI adoption globally outside of the defense industry and is working with a wide range of organizations around the world in a variety of industries
CMMI Lessons Lived vs. Lessons Collected
While the CMMI has delivered value across this wide landscape of customers, products, and geographies the team recognized the need to simplify the model and bring to bear lessons learned
Make the model current with state-of-the real-world business practices
Move from compliance to tangible performance results
More accessible and easier to understand and less expensive to adopt
Enables clear and meaningful differentiation between suppliers
What does it take to work with leaders who are at the helm of transformation to help them adopt a mindset that allows them to make purposeful decisions to drive forward in a world of rapid and constant technological change.
This session will look at inflection points where leaders have decisions to make that will have long-term impacts, and ask… What could have happened?
Where and when to invest in technology
Preparing the organization for change
Aligning organizational capabilities with org structures
Defining success measures
Balancing experience with efficiency
As a leading competitor in the energy sector, the GE Renewable Energy division has taken a unique approach to practicing Lean and Continuous Improvement by focusing on Lean Skills to improve autonomy at the site management level.
Renewed focus on Lean driven by the CEO
Appointing "pilot" sites to get quick traction
Setting up Lean Academies and Bootcamps for Site and Lean Leaders
Supporting the business Lean Leaders in their kaizens and continuous improvement efforts
Enabling mid-level management and increasing autonomy at the site level
Focusing on Site and Lean Leader skills growth
Integration planning - what's left after closing
Prioritizing what matters post-integration
Where value is created post-integration
Key points for post-acquisition integration
Join two back-to-back half hour interactive discussion sessions, led by members of the speaking panel. Choose between opportunities to focus in on specific outcomes or zoom out for discussions around tackling bigger picture challenges.
ZOOM OUT
Will intelligent automation kill off happy accidents... Is it always such a bad thing to make decisions intuitively?
Managing (or Weathering) Global Trends - How can we meaningfully prepare for unknowns?
How is the US/CHINA trade war affecting strategy and what can we do to build resilience?
FOCUS IN
Managing changes in technology skillset demands
Programmatic improvement of emotional awareness in Leadership
Automating transformation governance
To remain competitive in the current business climate and ever-evolving stream of customer needs, we are being asked to do more and change faster than ever before. Traditionally, business optimization and transformation are initiated from a business-first mindset, with senior leadership defining desired business outcomes and timelines. But, people are the ones who need to make the changes. And people have a change saturation limit. If that limit isn’t recognized or dealt with properly, it can be crippling for the program – and for the people impacted. Too often, change management is not even considered until business implementations show signs of serious failure. Business transformations rarely achieve their full benefit. This is often a result of the role leaders play in the change, plus the cultural hurdles that are only considered once projects are underway. During this session, we’ll look at: What it looks like when people are considered from the formative stages of transformation strategy. What active and visible sponsorship of change really means for organizational leaders – making them effective agents of change. How to effectively support your teams as a change manager.
Accelerate without stalling out: right-sizing Risk interactions with Agile
Key Takeaways:
How to enable empowered teams
How to establish sustainable Risk engagement with Agile delivery
How to integrate with waterfall requirements from other areas of the Firm
What behaviors and mindsets are needed
Introduction:
According to a study of a leading industry organization only 1% of organizations have their processes sufficiently under control to realize the full potential of digital solutions. Establishing and applying the appropriate process management discipline has become a crucial topic which has to be addressed fast and at minimal risk.
The presentation discusses key accelerators to achieve the targeted performance in the appropriate time by using selected accelerators to transform business processes and create the required process discipline. This is illustrated through examples from insurance, health and high-tech companies.
Key topics:
Here the key topics to be addressed:
Prioritize transformation initiatives through process impact assessments
Achieving transparency over impact of digital solutions through reference models
Evaluate the value of process improvements through simple simulation techniques
Maintain performance through appropriate process governance
The world is becoming increasingly digital, with the latest technologies permeating all facets of an organization's operations. In order to keep pace with changing expectations and opportunities, it is imperative that our operating teams discuss future digital technologies and understand how they can make the most of these technologies in their day-to-day activities. Drawing on his own experience, Rajeev will provide a framework for digital transformation, positioning operations as the leader for change across the enterprise. And to ensure that your digital strategy has the greatest business impact, Rajeev will also illustrate how up-skilling employees and creating a culture that ' makes it happen' are key. i. A template to digitize your core ii. Key pointers on navigating the complexities of legacy and current systems iii. Implementation roadmap for a successful change management program to handle the transformation iv. Review of key factors facilitating a successful transformation v. Demonstration of cost-savings, efficiency gains and ROI through digital transformation
Ensuring onboarding and maintenance best practices
Maintaining flexibility to enable adaptation to specific market conditions
Establishing governance and auditing procedures
Applying the fundamentals and using a systematic approach to your improvement is critical now more than ever. Not only does our technology rapidly change, but so does the people using it. The fundamentals to the methods and tools have been modified, skipped, and/or politicized over the past decade leading to a deep approach rather than taking the first step of understanding how the enterprise operates. The structure and process must be in place for Strategic Planning, Policy Deployment, Annual Operations Execution, and Operational Excellence in order to keep your improvements sustainable. The approach must be packaged so that all people can be part of and accept the change. Key elements from this talk will be:
Determining your Optimum Speed & Predictability through the fundamentals of analyzing current performance, capability, and entitlement.
Use what’s needed, not what the standard has forced upon you. Finding the balance of Technical/Political/Cultural influences.
To know the difference between doing something Different versus Differently
Eliminating the Culture of Repetitive Problem Solving
Knowing if you are in a Recovery, Turnaround, or Transformation and the importance of using the right approach
Nokia has been on a quality transformation journey over the past 7 years which has now delivered nearly 1.5 Billion Euros of impact using a comprehensive quality transformation program. A key enabler of Nokia’s successful transformation has been a robust Continuous Improvement program which alone has delivered nearly one Billion Euros financial impact, and is powered by 1000+ Certified Lean Six Sigma Belts and a #LivingQuality culture. This is the story of how Nokia lives a “quality first” mindset with unwavering focus on customer first, execution excellence, and personal employee accountability for quality (I Own Quality). The presentation will describe how Nokia’s global continuous improvement program aligns with the needs of customers and Nokia’s business priorities, equips employees with the right quality competencies as per the needs of the business, and reports clear business impact KPIs – all supported with a vibrant grassroots quality culture program called #LivingQuality.
Focusing the business process transformation group with a customer value approach
Identifying process improvement and automation opportunities and how to apply to the right process
Working with continuous improvement and RPA to join up processes
How to make process transformation more streamlined and structured
One of the US’s largest energy companies shares what drove them to pursue Operational Excellence, and how they’re using assessment to accelerate their journey.
Duke Energy’s journey toward Operational Excellence
Why assessment and oversight are critical to Operational Excellence
Critical parts of an assessment program
Helping leaders value assessment
Self-assessment and external perspectives
How to design and agile organisation around E2E customer and support processes
How to roll out agile and improve E2E processes in parallel
What the biggest challenges are in the implementation; and how to address them
What can go wrong; and how to fix it
Gender inequalities in Business are now more visible but we still haven't made much real progress in doing away with them. What practical steps do you need to take to get the needle to move?
Data led approaches - embedding stats when meeting with leadership team - performance management/roles/women
How can men help to get where we need to be?
Programs and policies that help drive equality and make the environment more feasible for women to progress into leadership roles
Unconscious bias training - conscious leadership
Why do some transformations work and others don't? Experiences leveraging analytics across multiple industries to do transformation in companies.
This session will explore examples and situations where transformation has succeeded or failed with an emphasis on common themes from the speakers direct experiences. Participants will have an opportunity to hear:
How to think about the life-cycle of a transformation program
How to focus resources and energy on different aspects of the effort to get optimal outcomes with an emphasis on value creation and sustenance of efforts
We’ve all witnessed operational excellence programs that start strong, only to fizzle in the face of an unexpected disruption that comes either from within the organization or from the external environment. In this engaging presentation, Greg will provide a rigorous framework and set of guiding principles, tips and do’s and don’ts for establishing an operational excellence program that will stands the test of time, even in the face of organizational change, technology disruptions and unexpected macro events. There will be time for Q&A.
A holistic framework for Operational Excellence that comprises Mission & Vision, Goals, Balanced Scorecard
The leadership traits required to drive a successful Operational Excellence program.
3 C’s of Culture that are essential to ensuring the excellence program stays around for the long term.
Specific considering when the effort is global
Some case studies with accompanying do’s and don'ts
Sustainability is not the “weather of the day” – it is the “climate of the era” and it has come to stay. Failure to recognize Sustainability and demonstrate expected behaviors of Environmental, Social, and Governance responsibility will result in material risks, adverse effect on bottom line, and financial impact with complex Political, Economic, Social, Environmental, Legal, Financial, and Reputation implications on corporate reputation, operational, financial, and market performance. The future of Operational Excellence is to accelerate Global Sustainability while ensure stable, consistent, predictable, and sustainable Business Continuity.
Why dynamic, constantly evolving, and combined Operational Excellence Management Systems are needed more than ever
How to define the “Size of the Prize” and deliver value through implementation of OEMS
Use of Lean Principles, TRIZ (Inventive Problem Solving), Plan-Do-Check-Adjust, and the Six Sigma Methodology to build new and improve existing OEMS
Why Operational Discipline (OD) system is needed to execute the Operational Excellence Management System
Bring OEMS to Life with Leadership to Life (L2L) – Sustain it with Operational Discipline (OD), Human Factors, and Behavioral Science
Executive Stewardship, Operational Leadership, and Tactical Ownership
Explore why advanced process/performance deployments (i.e. Lean and Six Sigma) isn't enough on its own to create value and drive culture change
Learn how we evolved from capability build to value creation, and how it inspired different ways of thinking and problem solving
Learn how our Customer Value Stream and E2E workshops have opened the door to exponential movement in change
Discover how we empowered cross-functional front-line teams to deliver exceptional value through process improvement
The introduction of Digital Age innovations combined with IoT, Cloud, Advanced Analytics, Blockchain and Machine Learning changed the industrial and service landscape. The convergence of innovative technologies helped organizations pivot from reactive to predictive and beyond. Stanley Black & Decker is an innovative manufacturing and service company that continues to be at the cutting edge of innovation and technology.
In April 2019, Stanley Black & Decker (NYSE: SWK) announced the opening of a 23,000-square-foot Advanced Manufacturing Center of Excellence, called “Manufactory 4.0,” in downtown Hartford at One Constitution Plaza.
The center serves as an innovation hub for the local region, helping Hartford continue its evolution as a leading market for advanced manufacturing in the United States. The Manufactory 4.0 is the home of the company’s STANLEY+Techstars additive manufacturing accelerator program, which is bringing some of the world’s most exciting advanced manufacturing startups to the city of Hartford.
Stanley Black & Decker build this facility in Connecticut, where their founder Frederick Stanley opened his first Bolt Manufactory more than 175 years ago and through collaboration with local partners, the Manufactory 4.0 center can help build on the state’s manufacturing legacy and establish it as a leading hub for the Fourth Industrial Revolution.
Stanley Black & Decker’s Industry 4.0 success to date:
Explore the decision-making process and particularly the criteria used by executive decision-makers for identifying and selecting organizational competencies when engaging in ITO for cloud-based services.
Executive decision-makers are not always able to anticipate and fully understand the implications of their ITO decisions for the long-term processes, capabilities, and performance of the organization.
Executive decision-makers face difficulties distinguishing between organizational core and noncore activities and competencies, and find it problematic to identify an outsourcing provider (vendor) with suitable resources, competencies, and capabilities as well as to establish an effective outsourcing agreement or relationship.
Although extensive research exists on ITO decision-making, there is limited research specific to ITO decisions for cloud-based services and implications for the long-term processes, capabilities, and performance of organizations.
Takeaways:
The selection of organizational competencies to target for ITO for cloud-based services is based on the need to fulfill application, security, regulatory, or compliance requirements; to fill a gap; and/or to increase capabilities not found within the organization.
Organizational competencies selected to outsource to the cloud are not core to the business, and are identified through a process of either intuitively understanding the gap or using the expertise of an external vendor.
Decision models used for selecting organizational competencies for ITO for cloud-based services include a combination of formal decision models and common sense or intuition.
Redeploying internal resources to develop new products and services and to increase speed to market is a key outcome anticipated from ITO for cloud-based services.
There is a need to create contingencies for cloud-based outsourcing solutions, though those contingency plans vary based on the ITO strategy.
Security and risk management oversight to protect sensitive data and to ensure data privacy and security when engaging in ITO using cloud-based services is important.
There is a need for effective communication with the outsourcing provider in order to achieve a successful outsourcing engagement.
Those with previous experience implementing ITO for cloud-based services are more likely to experience a successful cloud-based outsourcing engagement.
The amount of vendor management required for ITO for cloud-based services is commonly underestimated.
Knowledge transfer to the outsourcing provider took longer than expected, which was not considered in the decision-making process.
The expected outcome was a reduction in total costs, including a reduction in capital expenditures, as well as salaries, benefits, and SLA management, but there were unexpected cost increases in other areas.
Outsourcing using cloud-based services is a means for increasing speed to market, including providing additional core competencies to the organization, leading to increased capacity, elevating the skills of retained employees, and increasing employee morale.
Lack of quality resources provided by the outsourcing provider resulted in a negative impact on the ability to move day-to-day operational tasks to the outsourcing provider, reducing the ability of employees to focus on strategic value-added activities.
Organizational processes that worked prior to outsourcing to the cloud were not adequate after moving to the cloud.
Gender-based differences in the perception of outcomes of their ITO engagements, and the need for an updated financial model for ITO for cloud-based services.
Traditional leadership propelled by exercising power at the "top of the pyramid" does not serve the needs of the customer and the Agile organizations anymore. Being the smartest person in the room, solutioning for the teams and sitting in a corner office is becoming irrelevant. Agile organizations are moving towards fearless, empowering and collaborative leadership which is also called servant leadership.
Insights into how to empower teams to deliver to their fullest potential
Enable the teams and individuals to evolve as leaders
How to promote collaborative culture
How to be a leader not a manager
Harnessing the value of understanding how people think
How to apply the theory to the systems level
Scaling from 400 - 4000 people across 4 different countries
How to add to agility not detract as you scale
Technology-based showcases in the leading technology domain like AI, Big data, IoT, Blockchain for Operational Excellence
“Collect ‘The Word’ from 3 Technology Test Drive Demo's and enter the draw for the Star Prizes”
Each company presenting a Demo will say a special word during their presentation. It will have nothing whatsoever to do with the presentation, but everything to do with winning the Star Prize. Listen for the word, enter it against the relevant company, and then hand in your card.
All attendees start by choosing 1 of 5 simultaneous presentations, taking place every 10 minutes throughout the session. Choose any one of the companies listed below, who will be delivering ‘high-octane’ demo's on the very latest technology and solutions. At the end of the 1st presentation, you will be guided to the 2nd presentation, and so on. Explore some of the latest tech from industry-leading solution providers in the Exhibit Hall. See what each product and solution can do to help your organization along on your Operational Excellence journey.
Each of our award winners will deliver their top 3 Golden "How-to" Tips and take questions from the delegation.
MIT Solve advances lasting solutions from tech entrepreneurs to address the world’s most pressing problems. This panel will explore how we can leverage partnerships to scale their innovations around the future of work to help drive lasting, transformational change. What do we mean by the future of work? What is the circular economy? How has becoming a part of value creation ecosystems become essential to success? What does it take to innovate for lasting change?
This presentation will give insights into the key pain points experienced in a large-scale transformation and how they were overcome, as well as discussing the effective management of resources to achieve strategic goals.
How we created sustainable transformational supply chain operations that consistently deliver quantifiable value to the organization
Incorporating oversight of all procurement, logistics, value-analysis (physician-centric) and supply chain analytical functions
Large-scale transformation of Quality, Planning, Warehouse and Production operations for major Sites
How we achieved a 12% Conversion Cost reduction and improvement of Quality, Safety and Customer service KPIs
Increasing visibility, traceability and compliance with Blockchain Technology, IoT and Rfid tagging
Culture is the character and personality of your organization. It's what makes your business unique and is the sum of its values, traditions, beliefs, and behaviors. You do not build positive workplace culture by providing free snacks to your employees, or by having gym facilities in your workplace! You begin building that positive workplace environment through relentless communication with employees, a winning organizational structure, clear, measureable and attainable goals, and employee engagement. This can be a significant challenge, but with the correct approach, you can achieve world-class results. As a leader in your organization, you must understand the critical link between employee behavior, environment and the resulting workplace culture, ultimately impacting your business results!
This session will demonstrate the critical link between culture and results, and share how to impact your culture, through proven methods, and my personal journey!
Learn about:
Workplace Environment – working conditions and how they have a direct impact on workplace culture.
Organizational Goals– Do employees know and understand what the goals of the organization are, and how to achieve them.
Organizational Structure – Inch wide and a mile deep focused.
Employee Engagement – Critical to drive a high performing culture.
Surveys – Listening and acting upon feedback from employees and The ‘Culture Plan’.
Performance Management – Regular, tangible feedback, 360 degrees.
Relentless Communication – Multiple tiers, both ways.
Leadership Approach – Hands-on, collaborative and accountable.
Helping your teams find their “Why”
Getting people out of their comfort zone so they can dream bigger
Steps to build and nurture a culture of innovation across your enterprise
The most effective exercises our firm does to focus on process improvement
What HFS uniquely does to earn a 99% client retention rate and world class net promoter scores
In today’s workplace, oftentimes the only constant is change. How successfully agencies embrace and drive change has a direct correlation to leadership. Similarly, in the aftermath of the final space shuttle flight in July 2011, NASA Kennedy Space Center experienced tremendous change. Contrary to some speculation, the Center did not close but instead driven by visionary leadership, transformed into a multiuser spaceport. As a result, the Kennedy Space Center is well postured, as NASA is once again called to land American astronauts, including the first woman and the next man on the moon by 2024 followed by an eventual human journey to Mars in the not so distant future. Mr. Manning's presentation will highlight how this came to be. He will share his personal insight on the criticality of leadership in fostering an environment that promotes innovation and engagement to solve complex problems to allow the Agency to accomplish its mission. In addition, he will discuss how leadership, employee engagement, and empowerment defines the Agency’s core values to drive the culture, making NASA the best place to work in the federal government among large agencies for seven years in a row. Fittingly, he will also address the importance of effective leadership in addressing change, aligning the workforce to the mission, growing employees through leadership development, succession planning, promoting diversity, inclusion, and learning how to fail; all critical factors in the pursuit of excellence.
Key Takeaways:
Criticality of leadership in fostering an environment that promotes innovation and engagement to solve complex problems.
How leadership defines the Agency’s core values to drive the culture.
The importance of effective leadership in the pursuit of excellence.
NASA remains the best place to work in the federal government among large agencies for seven years in a row.
The cannabis industry is relatively new, Lean Continuous Improvement is not. Hear how Cresco Labs is combining these two elements by initiating a Lighthouse concept to serve as their operational model and a place of learning, and how that is being deployed across the country to support the fast-paced growth of the industry.
How a Lighthouse was successfully put in place in this new industry
The role culture and principles are playing
How diverse operational processes come together to create unique value streams
Industry challenges and opportunities for Continuous Improvement
Using Neuro Linguistic Programming (NLP) You Can:
Instantly imbue yourself with respect and recognition
Kickstart business relationships & improve in person meetings
Build stronger relationships – Get more accomplished with the same effort
Accelerate Change Management
Garner buy in – Address & Overcome Resistance
Using The 5 Modalities (Visual, Auditory, Kinesthetic, Olfactory, Gustatory)
Speaking the same internal language as your audience
Improve Communication Accuracy
i. Reduce Misunderstandings, Static, & Garbled messages
ii. Drive the behaviors you desire in your business partners and peers
Regional differences in communication styles
Knowing how to communicate in different cultures
Topic Intro: With revenues of $136B in 2018 and growth rates between 19% and 25% year over year, continuous improvement and efficiency might not be what comes to mind when you think of Google. But, in spite of its staggering growth, parts of Google have turned an eye toward employing process improvement to drive productivity and profitability. This workshop will focus on how a high-growth company like Google accepted continuous improvement and how Lean Six Sigma was modified to better fit Google.
Learn how to modify LSS (continuous improvement) to fit a high-growth, complex culture like Google’s.
Understand why Google might embrace continuous improvement and how the company changed to leverage LSS
See a real example of a continuous improvement project in Google, and how it differs from other companies.
Learn how I evolved my own approach to better suit Google.
Understand how Google instills a customer focus through continuous improvement.
Learn about Uber's digital transformation of it's Procure to Pay process. Uber has leveraged process improvements and technology to advance it's operations while enabling a more cost efficient customer friendly service.
How to map out a transformation
Moving manual processes to digital; expected results
Transforming your workforce
Transformation impacts to your customers
Innovation can be viewed as moving on two tracks. Firstly the longer term cycles that are still fundamental to proactively creating value to your customer and industry ecosystem, and then shorter term projects to respond to the ever-changing landscape of industry 4.0, its technology, disruptions and behaviours. It is essential that short term innovation feeds longer term projects and that they are adaptable to its findings; it is also essential that short term projects are in line with strategic goals and work beyond simply plugging holes and putting out fires.
This session will focus on best practice for delivering a holistic innovation roadmap based on agile methodology, giving you actionable takeaways at key points of the process.
Analysing and identifying key strategic issues and determining purpose in line with leadership
Fostering a culture of reporting in tandem with the use of advanced data analytics - remember: Garbage in = garbage out
Improvement of knowledge sharing infrastructure
The fundamental role GBS can play and making the most of ERP tools
Building in flexibility to respond to a constantly changing paradigm
Developing clear criteria for project prioritization to prevent taking short term unsustainable wins over value adding programs
AI fuelled solutions are an exciting prospect for dramatically increasing efficiency, quality and scale with abundant applications across most industry sectors. They are at present almost all high risk investments and present significant challenges to execute. Traditional linear, waterfall approaches to AI developments have proven to be unsuitable in most cases for developing and implementing AI solutions. Agile can provide the flexibility and speed needed to increase the feasibility and success of AI initiatives.
Why pre-defining solutions is particularly difficult for AI
Continuous learning and value driven re-prioritization
Basing requirements on real-world observation and proven business value
What accelerations in value creation have been achieved?
What bottom line savings have been made?
What risks have been averted?
Digital Automation Readiness
Key principles for successful automation change
Addressing the changing nature of work
Human & Digital worker collaboration
Establishing a common goal and strategy for achieving Construction Excellence up front with all partners to align expectations and fully integrate goals for cost, schedule and quality
Creating a culture of transparency and unity to ensure that the project team would act quickly and efficiently when things did not go entirely to plan
Harnessing metrics to prove the value of rethinking traditional workflows
Designing the approach to scale it across a large project portfolio with limited resources.
Managing unprecedented change brought about by new technologies, continued consolidation, and emerging markets
Strategic MRO growth management
Building and maintaining strategic global partnerships
Inventory management
Meeting increasing customer demand
Regardless of your industry, tech giants like Amazon and Google have forever changed consumer expectations. Now, not only do customers want great, innovative products, they want convenience, transparency and flexibility: in other words, they want service on their terms.
Whether you’re at consumer-facing or strictly B2B org, it is now incumbent upon your business to innovate not only its products, but even more importantly, its processes to deliver that experience.
In this keynote address, the President of Banking Solutions at leading fintech, FIS will highlight how his $6 billion dollar division has prioritized process to make it easier to do business.
Key takeaways include:
Alignment, alignment, alignment: Especially for big companies, clear communication and a crisp plan that everyone can rally around are key.
Have an outside in perspective: Don’t just rely on internal feedback mechanisms and internal data, benchmark outside your org.
Break down the process: From legal terms to contract conditions, leave no stone unturned in finding new ways to make a customer’s experience easier.
“Fewer than one third of organizational transformations succeed at improving a company’s performance and sustaining those gains” and “the success rate of digital transformations is even lower.” (McKinsey)
Three top leaders of high performing large-scale transformation projects will deliver a five minute presentation to give you insights into best practices followed by a Q & A discussion session
What were the key drivers for transformation?
What are the strategic goals of your organisation’s transformation initiatives?
What do you consider to be the biggest enablers of our successes?
What elements of our transformation processes could be improved?
What makes sustainable change possible?
In this session Nicola Hodson will share key lessons learned from managing digital transformation across over 100000 people at Microsoft and discuss how to create and maintain momentum for ongoing transformative change.
The Air Force is building an ecosystem of improvement and innovation, which requires a culture change. The Air Force is focusing on a cultural transformation to inspire Airmen to think differently, veering from a culture of inherent compliance that accepts no questions, to an improvement and innovative culture that is data focused and outcome/performance driven. To build the ecosystem that improves the organization from the inside out we focused on Airman development, Airman innovation, and process management/modeling.
Attendees will learn an end-to-end approach to creating a continuous value cycle of customer insight, R&D, Manufacturing and go-to-market strategy Leading methods for understanding your customer How do you go about converting customer data to real strategy? How accurately is customer data being linked to NPD? Improving the process - moving from R&D and small batches to marketing Cultural adoption of customer focus Feeding project teams Integrating Manufacturing Strategy with Marketing Strategy
The Air Force has shifted focus from practitioner training of green belts and black belts to a more holistic application of lean principles.This workshop will focus on the initiatives used to develop the capabilities to achieve lasting change and inspire ownership of innovation.
Overcoming loss of talent and eliminating a culture of blame
Airmen training program - attaching lean concepts and toyota lessons to technical training on each specialism at an apprentice level
Cultural alignment of an innovation based idea generation platform
Acting on the leadership lessons learned
The Air Force was born out of change and has had a culture of problem solving and innovation at its heart from that day on. Today we have 685000 problem solvers working on better ways of doing things in their specific domain - How can we get better at marrying their efforts with one unified strategic focus? Top-down focus on finding better ways that we can conduct multi domain command and control Rethinking process modelling to join the dots between policy and reality on the ground Developing a clear picture of data inputs and outputs to understand and prioritise strategic RPA and AI applications The importance of rigorous documentation at a data level to analyse machine learning opportunities
This interactive session will teach you how to become a leader people actually want to follow. Participants will leave with a clear and compelling plan as to how they might ignite and connect with their own innate creative leadership.
The “Secret Sauce of Creative Leadership” is a fun and powerful learning experience that teaches through story, learning engagements, and reflective practice.
Participants will be introduced to the art of suspending negative judgments, asking penetrating questions and practicing precise observation.
This session provides a rich tapestry of discoveries, insights and next steps that can be applied to both professionally and personally.
Includes park ticket to enjoy the Magic Kingdom at your leisure after the tour
The Walt Disney World® Resort Business Private & Bespoke Behind The Magic Tour (Includes park ticket to enjoy the Magic Kingdom at your leisure after the tour)
In addition to creating a magical environment for Guests from around the world, Walt and Roy Disney mastered the art of business. They determined that leadership, service and employee engagement were key concepts that, when considered holistically, would lead to maximum results. Not only have these time-tested core concepts helped establish Disney as one of the world’s leading brands, they have also helped thousands of organizations around the world think differently about they can deliver the long-term results they are capable of delivering.
This is your opportunity to engage experienced Disney professionals and observe key examples from a “living laboratory,” taking to deliver a great customer experience.
This 4-hour tour features concepts and shows how they come to life each day at the Walt Disney World® Resort for Cast Members and Guests.
Taking you behind the scenes to explore first hand how Disney business insights and time-tested methodologies are operationalized to deliver a great customer experience. This tour is guided by Disney executives from the world renowned Disney Institute.
Core competencies of Leadership, Innovation, Employee Engagement (Cultural Transformations), and Customer Experience will be covered.
This tour is included in the Total Access Pass, the Ultimate Access Pass, the Diamond Access and Post-Summit Workshop Day pass. Please click here to learn more about pricing options.
This tour starts at 2pm and conludes at 6pm, and is from and includes roundtrip transportation from Disney’s Coronado Springs and access to all the locations. Attendees staying at the Loews Portofino will be transported at 1pm to the Disney’s Coronado Springs to start the tour. Attendees can also check out of the Loews Portofino on Thursday and check into the Disney’s Coronado Springs. The full details are published on the Venue Page, but we have include key information below for ease.
So if you just want to attend the tour on Friday, March 27, we recommend it is then best to check out of the Loews Portofino on Thursday and check into the Disney’s Coronado Springs, as you do get extra perks from Disneyworld - My Disney Experience. You can visit the My Disney Experience tab on the Disneyworld.com website
We have negotiate the room rate at the Disney’s Coronado Springs of $231++ per room per night. This rate includes 2 adults and 2 children and complimentary WiFi. This is an exceptional rate for a hotel of this standard.
You can book reservations by calling Disney Group Reservations Phone Team (407) 939-4686 or by using your group’s online booking website: https://book.passkey.com/go/BTOES20
The cut off date to book room at the group rate will be Tuesday, February 25, 2020.
Getting back to the tour. The 4 hour tour will feature top-level concepts from the Disney Institute, showing how they come to life each day at the Walt Disney World® Resort for Cast Members and Guests.
You will explore the following locations:
FLO (Fourth Laundry Operation): Visit a state-of-the-art laundry facility, one of the largest in the world, to see how committed, responsible, inspiring leaders are able to motivate a team to achieve amazing results (featuring the core competency of Leadership).
Epcot® Cast Services: Experience the backstage area from a Cast Member perspective. See how the Walt Disney World® Resort creates a supportive environment for the Cast Members as they prepare to go on stage. Discover the important role backstage areas play in creating a caring environment (featuring the core competency of Employee Engagement).
Main Street, U.S.A.®: Take a stroll through this turn-of-the-century walkway inside the Magic Kingdom® Theme Park to better understand how we strive to exceed the expectations of our Guests (Featuring the delivery concepts of exceptional service).
The “Utilidor” System: Journey beneath the Magic Kingdom® Theme Park to visit support systems designed to improve the experiences of Cast Members and Guests alike.
Discover how Disney use simple tools to engage and empower Cast Members to create lasting customer relationships that drive repeat business and customer loyalty, (featuring the core competencies of Employee Engagement and Service).
Disney Institute core competencies are illustrated throughout the tour, along with quantitative examples of how each area successfully implemented those concepts.
The tour is your opportunity to engage with experienced Disney executives taking you behind the scenes to explore firsthand how Disney business insights and time-tested methodologies are operationalized to deliver, innovative, employee engagement & great customer experience.
Experience the backstage areas, see how the Walt Disney World® Resort creates an engaging and supportive environment for the Cast Members, understanding it's great leadership strategies. (Featuring the core competency of Employee Engagement).
Take a stroll through this turn-of-the-century walkway inside the Magic Kingdom® Theme Park to better understand how we strive to exceed the expectations of our Guests (Featuring the delivery concepts of exceptional service).
Journey beneath the Magic Kingdom® Theme Park to visit support systems designed to improve the experiences of Cast Members and Guests alike. Discover how we use simple tools to engage and empower Cast Members to create lasting customer relationships that drive repeat business and customer loyalty (Featuring the core competencies of Employee Engagement and Service).
This is business focused tour price includes roundtrip transportation and a park ticket to enjoy the Magic Kingdom at your leisure after the tour.
Core competencies of Cultural Transformation, Leadership, Innovation, Employee Engagement, and Customer Experience will be covered.
The Florida Hospital Innovation Lab, aka, "FHIL" is an award winning innovation lab located smack dab in the heart of Florida Hospital Orlando. FHIL is a fully facilitated design thinking space. It was created to be a low barrier, easy access, for all Florida Hospital employees, community stakeholders, and health care companies.
FHIL opened in 2012 and has run more than 500 design thinking projects, with more than 5,000 health care professionals, students and community members. FHIL also has educated more than 1500 university students on design thinking.
More than 40 healthcare companies have come through FHIL’s design thinking process. Each company engaged in deep empathy experiences where they gathered new insights to better understand to challenges and future needs.
FHIL embodies Florida Hospital's co-creative spirit, and exists to collaboratively solve health care’s biggest challenges. Teams of doctors, nurses, directors, administrators— anyone who has an idea of how to improve the services we provide—work together toward the betterment of patient care.
This collaborative spirit is a hallmark of the care Florida Hospital provides. Bringing different people together from various facets of medicine to work together toward a common goal helps us solve challenges with better efficiency within our organization and with greater benefit to our patients. Collaboration allows us to create today’s best possible health care services, and innovate ways to continually improve them for tomorrow.
We're a group of people who believe everyone is a creative problem solver, therefore we create space for creative problem solvers to thrive.
Takeaways from the Tour
Detailed Agenda:
12.00pm Gather at Loews Portofino front entrance roundabout. Staff members will be present to guide you.
12.15pm Depart from Loews Portofino
Drive from hotel to FHIL approximately 40 minutes
Greeting in Ginsburg lobby
Arrive at FHIL
Tour of the space
Meet the FHIL Team - How we came to be
Intro to FHIL - philosophies, history, process, short videos
Tour of FHIL spaces
Interactive Improvisational activity - demonstrating how teams are built
Showcasing of FHIL offerings
Stories of Effective DT projects - FH Team members share their project
Rapid Prototyping Experience -
Q & A FHIL
3.30pm - Drive back to hotel - approximately 40 minutes
