Clinics

Prepare for the Summit by choosing one or two of the optional pre-summit clinics, to be held on Tuesday, November 6. Each clinic will give you an indepth understanding of the topic area and provides a small group format for optimal learning. Clinics average 30–40 delegates and are led by Palladium/Balanced Scorecard Collaborative and partner experts.

Morning Clinics (choose one)

Clinic A: Building on Balanced Scorecard Basics to Create a Strategy-Focused Organization

Just getting started on your BSC program? Learn how to develop and implement a Balanced Scorecard, cascade it to create alignment, and use it to become a Strategy-Focused Organization (SFO). Hear practical advice to help you integrate the BSC into your performance management system and build an internal capability to execute strategy.

• Find out about the 5 SFO principles and 26 best practices for executing strategy

Clinic B: Enabling the Strategy-Focused Finance Organization

For Finance organizations, managing enterprise performance, and serving as the company’s analytical engine while dealing with an ever-increasing compliance burden has never been more complex, or more critical. Learn how Finance leaders in progressive organizations are balancing these priorities and refocusing their efforts on becoming true, strategy-focused business partners.

• Explore a set of tools and methods, including the Balanced Scorecard, to develop a strategy for your Finance organization

Clinic C: Creating Workforce Readiness to Execute Your Growth Strategy

Profitable, sustainable growth is a goal that most companies aspire to. However, this goal will remain elusive unless your employees understand the growth strategy and their role in executing it. They must also have the skills and resources required by the strategy, and be properly incented to achieve ambitious growth targets.

• Learn how to assess workforce readiness to execute your growth strategy

Clinic D: Managing Initiatives: The Link Between Strategy and Execution

Initiatives are the primary instruments organizations use to execute strategy and implement change. But many organizations fail to maximize the value of their initiative investments. This clinic will show you how to improve your odds of success by deploying a robust set of initiative management processes and by creating an initiative portfolio tightly aligned to your strategy.

• Discuss the key elements of a robust initiative management process
• Assess the current health of your organization’s initiative management process
• Collect key insights on how to implement initiative management in your organization

Afternoon Clinics (choose one)

Clinic E:  Enabling the Strategy-Focused IT Organization

Why is the relationship between an IT organization and its enterprise so often strained? Conflicting goals for IT around value creation vs. cost reduction, outdated governance and funding models, and other factors conspire to inhibit IT strategic alignment. Learn how progressive IT leaders are overcoming these obstacles, and transforming their IT organizations to become true strategic partners with the business.

• Uncover the root causes of tension between IT and business leadership

 Clinic F: Embedding Analytics into Performance Management and Business Processes

Executives are more reliant on data than ever before, and many are turning to business analytics to gain a competitive advantage. Analytics enable insight into the key drivers of organizational performance and results, and provide granular detail that decision-makers need to drive change in processes. They also help executives articulate the cause-effect relationships comprising organizational strategy.

• Learn how to apply best practice analytical techniques, including where and when they are most appropriate

Clinic G: Planning for Results: Linking Strategic Planning to Financial Forecasting and Budgeting

Examine the challenges currently impacting today’s business planning processes and learn how key portions of this process—strategic planning, budgeting, and financial forecasting— can be better integrated and aligned. Learn how to manage and fund strategy, budgeting and forecasting in a dynamic manner and how to immediately garner value by linking strategy and financial planning.

• Discuss solutions to current challenges and issues facing traditional budgeting and its role in strategy execution

Clinic H: Developing a Dynamic, Executable Strategy

Strategy development and implementation have always been complementary—both are necessary to make strategy work. Unfortunately, most organizations typically focus on one at the expense of the other. In this clinic, you’ll learn about a strategy development process that melds strategy design and implementation into a dynamic set of activities that enables firms to fluidly design, adapt, and revise their strategies as they execute.

• Institute a strategy development process that incorporates and balances both strategy design and strategy execution practices