08:15-08:45 |
Registration |
08:45- |
Welcome Address
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09:00-09:45 |
“Total Optimum of Corporate
Management and Strategic KPI”
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Key Performance Indicators (KPI) as the
nervous system that connected values
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Total Optimization vs. Partial Optimization
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Utilizing KPI as media for a corporate reform
Junichi Handa, Vice President and Representative
Director
Booz Allen Hamilton (Japan) Inc.
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09:45-10:45 |
【International
Presentation: Simultaneous
Translation】
“Creating
Strategy-Focused Organizations with the Balanced Scorecard”
The Balanced Scorecard (BSC), developed by Professor
Robert Kaplan and management consultant David Norton, has evolved from
a new measurement system to a strategic management system.
Leading companies have used the BSC to implement new strategies
rapidly and effectively by following five principles:
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Translate mission and
strategy into operational terms
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Cascade the strategy to
business units and corporate service groups
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Make strategy everyone's job
through communication, personal goal setting and incentive pay
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Embed strategy as a
continual process through new budgeting and reporting systems, and a
management meeting focused on feedback and learning
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Mobilize executive leadership to drive change
Kaplan will share the experiences of companies,
non-profit and public sector organizations that achieved dramatic
performance breakthroughs by using the Balanced Scorecard to focus
resources and capabilities on effective strategy implementation.
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Robert S. Kaplan, Ph.D., Professor,
Harvard Business School
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Takeo Yoshikawa, Professor,
Yokohama National University
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10:45-11:05 |
Morning Tea / Coffee |
11:05-11:50 |
“Key Success Factors for EVA
and BSC”
Akashi Hongo, Japan Representative, Stern
Stewart & Co.
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11:50-12:35 |
【Key
Note Address ・ Case Study】
Practice of EVA by KIRIN BREWERY
COMPANY, LIMITED
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The structural reform and
the management innovation of KIRIN GROUP
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Strategic
introduction of KVA management system
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Rapid development of the structural
reform
-
Introduction of BSC, and EVA management
|
Yoshikazu Arai, Managing Director KIRIN
BREWERY COMPANY,LIMITED
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12:35-13:30 |
Lunch Break
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13:30-14:15 |
アフタヌーンワークショップ |
STREAM A |
STREAM B |
|
A1
|
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Business
Performance Management
–delivering the story behind the numbers
Pierre
Hamon
Vice President
Global Product Strategy
Cartesis S.A. (Simultaneous
Translation)
|
● |
The concept of Business
Performance Management and its various components |
● |
Systems evolution factors:
internal and external constraints |
● |
Succeed with a system, which
meets expectations in the financial reporting field –
compliance with IFRS/IAS |
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B1
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Performance
Management based on real option
Kazuaki
Henmi
Senior Consultant
Corporate Development Division
KOZO KEIKAKU ENGINEERING, Inc.
|
● |
Limits
of current evaluation methodology under uncertainty |
● |
How
to measure the flexibility value: What is real option?
|
● |
Adjustable
area of real option and the limits |
● |
Long-term
strategic management recognizing option methods |
|
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14:25-15:10 |
A2
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Mechanism
of strategy-oriented corporate management utilizing BSC
Hitoshi
Fujita
Principal
Business consulting
Business Innovation
Nihon Unisys, Ltd |
● |
Visualize strategy and
operation by realizing real-time management |
● |
Build strategy trial management
mechanism
- 'Evaluation of managerial metrics and information
capture' |
● |
Success factor analysis based
on our in-house BSC implementation experience |
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B2
|
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Performance
Management and Process (Organization) Management
Kenichi
Takano, CMA
Director, Principal
Mercer Human
Resource Consulting Ltd.
|
● |
What is organizational change
to improve corporate performance? |
● |
Six factors to support
organizational ability and scorecard |
● |
Optimizing resource allocation
and business process to maximize organizational ability |
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15:20-16:05 |
A3
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Strategy
Execution by Six Sigma - Application of BSC on filling the gap
Kazutoshi
Maki
Lead Partner
GENEX Partners
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● |
Strategy Execution - BSC to
define focus and Six Sigma to execute the gap |
● |
Case Study |
● |
Clues to apply BSC in the
execution management |
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B3
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The
role and implementation of the Decision Support Database
Case Study:
Presenter:
Yasuyuki Takayama
Manager, IT Planning, Managerial Staff Dept., Japan
Energy Corporation
Sagent Technology
Japan KK
● |
The Decision Support Database |
● |
The role of the Decision Support Database
Enhancing the decision making capabilities |
a) Short-term point of view |
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Analyzing and evaluating the profitability and/or
competitiveness of our businesses “multi- dimensionally” |
b) Long-term point of view |
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Supporting the distribution network management |
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- The investment planning
of gasoline stations |
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- The
restructuring of distribution networks |
● |
Optimizing Business Processes
and Rebuilding IT infrastructures |
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16:05-16:30 |
Afternoon Tea / Coffee
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16:30-17:15 |
【Key
Note Address ・ Case Study】
“Performance Management:
ITOCHU”
|
Sumitaka Fujita
Executive Vice President,
Chief
Financial Officer
ITOCHU Corporation
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17:30-17:45 |
Closing Comments |