James Creelman - An author, educator and consultant in enterprise performance management and functional best practices, James Creelman has authored, or co-authored 20 general management reports or books, eight of which focus on the Balanced Scorecard.
1. Managing Human Capital in Indonesia: Best Practices in Aligning People with Strategic Goals (Azkia, Indonesia, 2009)
2. The Finance Function: achieving performance excellence in a global economy (Business Intelligence, 2009)
3. Next Generation HR Shared Services: how to take customer service, efficiency and savings to a new level (Business Intelligence, 2008)
4. Reinventing Planning and Budgeting for the Adaptive Enterprise (Business Intelligence, 2006)
5. Mastering Business in Asia: Succeeding with the Balanced Scorecard (John Wiley, Asia, 2005)
6. Creating a World-Class Finance Function: Five Core Capabilities That Generate Added Business Value (Business Intelligence, 2005)
7. Financial Shared Services: Delivering Exceptional Customer Service and Business Benefits (Business Intelligence, 2005)
8. Developing the Public Sector Scorecard (Business Intelligence, 2004)
9. HR Shared Services: Achieving the Business Benefits (Business Intelligence, 2004)
10. Transforming Public Sector Performance (Business Intelligence, 2004)
11. Building a Strategic Balanced Scorecard (Business Intelligence, 2003)
12. Corporate Culture: Creating a Customer-Focused Financial Services Organization (Lafferty Publications, 2002)
13. Understanding the Balanced Scorecard: An HR Perspective (HR.Com 2002)
14. Creating a Balanced Scorecard (Lafferty Publications, 2001)
15. Creating the HR Scorecard (Business Intelligence, 2001)
16. Building and Developing the Finance Scorecard, (Business intelligence, 2000)
17. Building and Communicating Shareholder Value (Business Intelligence, 2000) 18. Driving Corporate Culture for Business Success (Business Intelligence, 1999)
19. Building and Implementing a Balanced Scorecard (Business Intelligence, 1998).
20. Creating the Value-Adding Finance Function (Business Intelligence 1998). Updated and reissued as Value Creation: Building Tomorrow’s Finance Function (Business Intelligence 2002).
Dr David Norton, the co-creator of the Balanced Scorecard has called James: “The foremost chronicler and historian of the Balanced Scorecard movement.”
On behalf of The Hackett Group, USA, James has authored reports on World-Class Finance; World-Class Enterprise Performance Management; Business Performance Reporting and Analysis; Integrated Planning; Forecasting; Complexity Management; and Globalization.
James is the Global Best Practices Leader for the Indonesia-headquartered management consultancy OTI (Organisasi Transformasi Internasional) for whom he is responsible for thought leadership. He also provides independent advisory and consulting services to organizations throughout the world. A present client is the Ministry of Works (MoW), Bahrain. While working for the MoW, it was inaugurated into the Balanced Scorecard Collaborative Hall of Fame (membership is reserved for those that demonstrate breakthrough performance through using the Balanced Scorecard).
James also advised the City of Brisbane Council, Australia on evolving their scorecard after they were inaugurated into the Hall of Fame. James has served as the Editor of numerous print and on-line business management magazines and regularly presents at conferences, workshops and seminars throughout the world. He has been designated a Fellow of the Advanced Performance Institute, UK and is a member of the editorial advisory panel for EPM Review
Day ONE
Session One:Why Strategic Performance Management Matters
Objective:To explain why strategy should be managed as an integrated process within organizations: be they commercial or not-for-profit.
Take away for participants:
- Why the strategy formulation, planning, implementation and learning process should be managed a single process.
- How strategic management is not the same as strategic planning (which is a component part of an integrated strategic management process)
- What an integrated strategy management process looks like.
Session Two:Strategy Development And Formulation
Objective: To provide an overview of the most effective strategic formulation tools available in the marketplace.
Take away for participants:
- How strategies are fundamentally changing in the knowledge era:
- What business are we really in: customer intimacy, product leadership or operational excellence
- Competing on core competencies
Session Three:
Objective:To clarify statements of strategic intent: Vision, mission and value statement
Take away for participants:
- Why vision, mission and value statements are important for steering strategy management process.
- Making vision and mission statements inspiring for customers, employees and other stake holders
- Ensuring that values are more than “nice sounding words”
Session Four: Integrated Planning
Objective:Based on a major global research programme this will explain how strategic, mid-term and annual planning can be integrated as a single end-to-end process.
Take away for participants:
- Why the three planning processes should be integrated (which is rare in practice),gain a framework for integration and understand the different, yet complementary, roles of each planning phase.
Session Five: Strategic Performance Management Frameworks
Objective:To provide an overview of the major strategic performance management frameworks, such as the Balanced Scorecard (where strategic performance is collocated according to the four perspectives of financial, customer, internal process and learning and growth)
Take away for participants:
- What a Strategic Management framework looks like: component parts
Session Six: Strategy Mapping
Objective: To provide an understanding of how to create a “strategy map” of strategic objectives: this is the most important component of a strategy management framework.
Take away for participants:
- How to create strategic objectives with which to map their organizational strategy onto o single piece of paper: a “strategic plan on a page”
- Understanding causality within strategy maps
- Why strategy maps should be kept simple, focused and uncluttered
- Understanding the cause and effect relationship between strategic objectives
DAY TWO
Session Six: Strategic Measurement
Objective: To provide a solid practical process for choosing the strategic Key Performance Indicators (KPIs) that will support the objectives on the strategy map.
Take away for participants:
- The do’s and don’ts of selecting KPIs and will be provided with a robust KPI selection framework.
- Ensuring that KPIs are robust, reliable and meaningful
- Why KPIs should be used for performance learning and improvement and not for controlling people
- Data collection techniques
Objective: To provide a solid practical process for identify strategic targets for each KPI
Take away for participants:
- How to select targets that are stretching but manageable
- Using traffic lights to report performance
- Setting targets in the absence of data
Session Seven: Initiative Management: Turning Plans Into Action
Objective: To provide detail on how to select the strategic initiatives (or action programs) that are required to drive performance toward the strategic themes and objectives that are housed within the strategy map.
Take away for participants:
- How to use initiative selection templates.
- Creating portfolios of strategic initiatives
- Assessing the progress of initiatives
Session Eight: Strategic Learning
Objective: To provide a framework for periodically reviewing the strategy.
Take away for participants:
- How to create a Strategy Review meeting to test whether the strategy is still working and to review performance to the objectives, measures, targets and initiatives within the Strategic Performance Management framework.
Session Nine: Creating The Office Of Strategy Management
Objective: To provide an overview for creating an Office of Strategy Management (OSM), which led by a Chief Strategy Officer has facilitative responsibility for end-to-end strategic management process.
Take away for participants:
- The roles and responsibilities of the OSM function, its structure and key skills and competency requirements of the Chief Strategy Officer and team members.
- How an OSM works alongside established function
- Keeping the OSM small and focused
- Becoming a centre of strategy expertise
Register
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Date:
Dec 7-8 New Delhi (Venue: Hotel Radisson)
Dec 9-10 Mumbai (Venue: Hotel Lotus Suites)
Your Investment:
Early-Bird Special (Register before Nov 30, 2010) Workshop: Rs 24,500 + 10.3% ST
Standard Price Workshop: Rs 26,000 + 10.3% ST
Pls contact Training Manager for more details. Ph - +91 99005 51887
The registration fee for the event covers the following:
Attendance, copy of the documentation, lunches and light refreshments. Accommodation is not included. Detailed delegate information will be sent to you approximately two weeks before the event. Payment is required in advance of the event, or at the latest, paid at the event. Payment may be made by par cheque or demand draft drawn in favour of “OptiRisk Learning Systems (P) Ltd” payable at Gurgaon.
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Confirm your CANCELLATION in writing up to 15 working days before the event and receive a refund less a 10% service charge. Regrettably, no refunds can be made for cancellations received less than 15 working days prior to the event. However, SUBSTITUTIONS are welcome at any time. The organisers reserve the right to amend the programme if necessary. INDEMNITY: Should for any reason outside the control of OptiRisk Learning Systems (P) ltd (hereafter called OptiRisk), the venue or the speakers change, or the event be cancelled due to industrial action, adverse weather conditions, or an act of terrorism, OptiRisk will endeavour to reschedule, but the client hereby indemnifies and holds OptiRisk harmless from and against any and all costs, damages and expenses, including attorneys fees, which are incurred by the client. The construction validity and performance of this Agreement shall be governed by all aspects by the laws of India to the exclusive jurisdiction of whose court the Parties hereby agree to submit.
