2007 Balanced Scorecard Asia Pacific Summit - 30-31 October 2007, Westin Tokyo, Japan

ONLINE PROGRAM

SUMMIT DAY 1 - 30 OCTOBER 2007

7:30 Registration

9:00 Welcome and Opening Address

Mr Matthew Tice,
Managing Director Asia Pacific,
Palladium Group

 

9:15 Session I - Closing the Strategy Execution Gap

Recent research reveals that strategy execution is the number one concern in executive suites today. Organisations with formal strategy execution processes dramatically outperform the rest. So how can you build and sustain a core competency in strategy execution? Bob Kaplan will present an integrated model that links strategy to operations through key processes and resource requirements.

Dr Robert S. Kaplan,
Baker Foundation Professor,
Harvard Business School

 

10:30 Morning Tea

10:50 Session II - Innovating the Strategy Management Process

The Bank of Tokyo-Mitsubishi UFJ, Ltd. (BTMU) is one of the world’s largest financial institutions. Headquartered in Tokyo, the bank employs 34,000 worldwide in 900 branch offices in Japan and 100 branch offices abroad. Learn from the first Japanese recipient of the Hall of Fame for Executing Strategy award how it created an integrated strategy management system, built around the Balanced Scorecard, as the bank-wide tool for strategic management and performance evaluation.

Mr. Kuroyanagi,
President,
The Bank of Tokyo Mitsubishi UFJ, Ltd

 

11:20 Session III - A New Way of Managing

Managing strategy successfully requires cross functional alignment and dialogue, it is different from managing functions. Conventional organisation structures, processes and constructs reinforce local business unit of functional silos. This conflict is one of the major causes of failing to execute corporate strategies. Dr. Kaplan will explore the methodology of managing by strategic theme, issue based strategy review meetings, forming ‘theme teams’ and the role of the Strategy Management Officer in driving, aligning and integrating strategy management processes. He will also address the demise of cost and profit centres; every unit, by contributing to effective strategy execution, has the opportunity to create profit.

Dr Robert S. Kaplan,
Baker Foundation Professor,
Harvard Business School

 

12:50 Lunch

1:50 Session IV - Innovations in Alignment and Change Management

Nippon Boehringer Ingelheim is the Japanese subsidiary of the family owned research driven pharmaceutical company Boehringer Ingelheim which operates globally with more than 37,000 employees and net sales of more than 10 billion Euro. Operating in Japan for more than 45 years, Nippon Boehringer Ingelheim, thanks to its portfolio of innovative medicines and a highly motivated organisation, has become the fastest growing pharmaceutical company in Japan for the past two consecutive years and is well positioned to continue this success in 2007.

In this compelling case study learn how Nippon Boehringer Ingelheim is realising its vision of “Exceeding Customer Expectations” through a rigorous and successful implementation of the Balanced Scorecard and Strategy Focused Organisation methodologies. Their innovative change process encompasses simple, yet sophisticated, approaches such as the “Cross-Check” and the “Creative Discussion” to secure alignment of the entire organisation.

Mr Richard Gerstenberg,
Operating Officer,
Nippon Boehringer Ingelheim Co., Ltd

 

2:35 Session V - Strengthening strategy execution of organizations and individuals to realize corporate vision

Sharp is an electronics company headquartered in Osaka, which operates globally with more than 56,000 employees and net sales of more than 3.1 trillion yen. Sharp is realizing its vision of “Sharp’s Energy-Creating and Energy-Saving Products Equalize Sharp’s Greenhouse Gas Emissions”. As the world’s leading manufacturer of solar cells, Sharp is focusing its efforts on the further development and diffusion of photovoltaic power generation in addition to energy-saving products like LCD TV to reduce greenhouse gases.
By undertaking the development of both key devices based on proprietary technologies and their application products, Sharp aims to inspire and impress customers by bringing forth never-before-seen, one-of-a-kind products and devices, and by pioneering new markets.
Sharp created strategic enterprise management system ”eS-SEM” based on the Balanced Scorecard, as a framework to ensure that corporate strategies are implemented in every part and at every level of the Sharp group by cascading them into lower-level organizations and individual managers. Sharp has developed the web-based system for strategic management and performance evaluation and introduced to not only Japanese bases but also global bases.
Sharp will introduce their key success factors and challenges through implementation of eS-SEM.

Ms. Tomoko Muguruma
Manager (eS-SEM Project Team, Management Planning Board)
SHARP Corporation

 

3:25 Afternoon Tea

3:45 Session VI - Total Organisational Alignment in China

China Resources Microelectronics (CRM) is a HK$ 1 billion technology company focusing on integrated circuits and discrete devices and is a subsidiary of China Resources (Holdings) Ltd. Co, a USD $20 billion diversified conglomerate with more than 150,000 employees. Success in China can be a daunting task, learn how this pioneering company uses the Balanced Scorecard in a highly competitive environment to successfully manage strategy at the enterprise, SBU and functional level to achieve vertical and horizontal alignment in a matrix organisation. This presentation will provide insights into how to succeed in China using innovative management methods like the BSC to create and sustain value.

Derek Cheng,
Deputy General Manager, Finance Department,
China Resources (Holdings) Company Limited

 

4:30 Reserved

5:15 Hall of Fame Awards for Strategy Execution

The BSC Hall of Fame publicly recognises organisations around the world that use the Balanced Scorecard in an exemplary manner to become strategy-focused, successfully execute their strategies, and achieve breakthrough performance results. It is the only BSC Award endorsed by Drs. Kaplan and Norton. You are cordially invited to join us to welcome the class of 2007 to the Asia-Pacific Balanced Scorecard Hall of Fame. Dr. Robert Kaplan will present this year’s award to the winning organisations. The award ceremony will afford another opportunity to learn from the organisations that have ‘gotten it right’. The Hall of Fame Awards will be followed by a cocktail reception.

Presented by:
Dr Robert Kaplan and Mr Matthew Tice

 

5:45 Hall of Fame Cocktail Reception - Networking Drinks

7:45 End of Day 1


SUMMIT DAY 2 - 31 OCTOBER 2007

9:00 Housekeeping and Recap Day 1
Mr Matthew Tice,
Managing Director Asia Pacific,
Palladium Group

 

9:15 Session I - Co-Creating Value through Experiences: Process Design & Performance Management

The democratisation of the process and basis of value creation is accelerating in the business system. It is altering the nature of relationship between Individuals and Institutions. Informed, connected, and networked Individuals, their Interactions, and engagement Experiences are becoming the new basis of Value Creation. Consequently, the new sources of competitive advantage lie in building capabilities for Co-creating Value with Individuals through Experiences.

Business Processes must enable and facilitate co-creation of value through Interaction Platforms with Co-creative Offerings and Communities of Engagement, through extended resource networks, to generate compelling Experiences of Value to both Individuals and Firms. We will discuss how firms around the world (including Japan) are implementing these Next Practices of Process Design and Performance Management through Experience Co-Creation.

Dr Venkat Ramaswamy,
Professor of Marketing and Director,
Centre for Experience Co-Creation, University of Michigan

 

10:45 Morning Tea

11:05 Session II - The Innovators Dilemma: Will it Make Money?

Innovation is integral to the continued growth and sustainability of an enterprise, but at what price? When does the cost of creating new value for current and targeted customers exceed the expected benefits? Dr. Kaplan will share a simple yet powerful methodology for measuring and managing profitable growth at the individual customer and segment level.

Dr Robert S. Kaplan,
Baker Foundation Professor,
Harvard Business School

 

12:20 Session III - Driving Rapid Growth and Differentiation through Innovation

Infosys Technologies Ltd. (NASDAQ: INFY) provides consulting and IT services to clients globally – as partners to conceptualize and realise technology driven business transformation initiatives. Starting with a humble US$ 250 as capital in 1981, Infosys crossed US$ 3 Billion in revenues last year delivering the highest profitability in the industry. The market cap of the company as on 31st March 2007 was US$ 28 Billion. With over 72,000 employees worldwide, Infosys uses a low-risk Global Delivery Model (GDM) to accelerate schedules with a high degree of time and cost predictability. Innovation has been at the heart of driving this sustained performance, with more than 42% of its revenues being generated by new services launched over the last 5 years. This presentation will focus on highlighting the key components of Infosys’ innovation engine such as ideation, strategic selection, incubation and collaboration with clients and partners. The discussion would also cover aspects such as alignment with strategy, role of governance and performance measurement approaches.

Sanjay Purohit,
Associate Vice President and Head - Corporate Planning,
Infosys Technologies Ltd, India

 

1:05 Lunch

2:05 Session IV - The New Source of Competitive Advantage

The Balanced Scorecard is a powerful framework to align and focus organisations to successfully execute their strategies. Increasingly, this framework is being used by governments and entire nations, and wider economic regions. Mr. Tice will explain how these new applications are being deployed and implemented; for example, Brazil’s national trade organisation is using the BSC to drive a strategy of national competitiveness, and organisations like the US Postal Service, FBI, and the Royal Canadian Mounted Police use the BSC to achieve their diverse missions.

Mr Matthew Tice,
Managing Director Asia Pacific,
Palladium Group

 

3:05 Session V - Mobilising a Nation – The Government of Botswana

Botswana is an African nation of approximately 1.7 million people that is rich in natural resources, especially diamonds. Botswana has been widely recognised, since independence in 1966, as a peaceful democratic nation with a vibrant economy and a model for African governance. Striving to achieve its national Vision 2016 “Prosperity for All”, Botswana faces several key challenges such as HIV infection and the need to diversify the economy. This session will explore how the government of Botswana has embraced the Balanced Scorecard as the framework to implement Vision 2016 and the National Development plan to ensure that the government and, indeed the entire nation, is mobilised to address its national challenges, and continues to prosper.

Senior Government of Botswana Official

 

 

4:05 Afternoon Tea

4:25 Session VI - Panel Discussion

Dr Robert S. Kaplan,
Baker Foundation Professor,
Harvard Business School

 

Dr Venkat Ramaswamy,
Professor of Marketing and Director,
Centre for Experience Co-Creation, University of Michigan

 

Dr Michiharu Sakurai,
Visiting Professor of Accounting,
School of Business and Information, Josai International University

 

Professor Takeo Yoshikawa,
Professor of Management Accounting,
Graduate School of Business Administration, Yokohama National University.
Visiting Professor, Edinburgh University

 

5:30 Summation of Day 2

Mr Matthew Tice,
Managing Director Asia Pacific,
Palladium Group

 

5:45 Summit Close

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