improving performance of financial services

8/9/2019 Improving Performance of Financial Services

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IMPROVING

PERFORMANCEOF FINANCIAL SERVICES

2 DAY WORKSHOP

VIA BALANCED SCORECARD

The Why, How And How Not To


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IMPROVING PERFORMANCEOF FINANCIAL SERVICESVIA BALANCED SCORECARDThe Why, How And How Not To

Mumbai10th & 11th August, 2010

Program Fee: INR 24,500 / - + ST

PROGRAM OBJECTIVE

This two-day workshop provides delegates with a practical understanding of how to build and implemen

Balanced Scorecard within a financial services institution. The Balanced Scorecard is used by a grow

number of financial institutions around the world and is a strategy management framework that gener

comprises one financial and three non-financial perspectives; each perspective includes strategic objectives

a corresponding set of strategic measures, targets and initiative.

PROGRAM FACULTY

Mr. James Creelman is an author and advisor specializing in strategic performance management. He

advised award-winning organization in their SPM programs and has led numerous courses across the world.

s the author of 21 major books/reports, including the best seller Managing Business in Asia: Succeeding w

the Balanced Scorecardand Reinventing Planning and Budgeting for the Adaptive Enterprise. He is a Fellow

the Advanced Performance Institute, UK.

KEY BENEFITS

10 GREAT REASONS WHY YOU SHOULD ATTEND THIS COURSE

Based on case study examples from leading financial institutions throughout the world, and proprietary resea

by the course leader, delegates will gain an in-depth understanding of the following:

- Understand why the Balanced Scorecard is an idealframework for managing strategy within financialinstitutions in todays challenging economy.

- Know what The Balanced Scorecard does (what it isand what it isnt)

- Get the basics right: the importance of senior levelsponsorship and the creation of a competent program

team.

- Create a corporate strategy map that articulates theinstitutions key strategic objectives and that tells the

performance story of the enterprise.

- Devolving the scorecard deep inside the organizatiothe structural challenges

- Devolving the scorecard deep inside the organizatiothe cultural challenges

- Aligning budgeting and planning with strategy via tBalanced Scorecard

- How the best use software support tools- Creating an Office of Strategy Management to make

strategy management and the Balanced Scorecard

core organizational competencies.

Also Attend:

Improving Performance of Businesses via BalancedScorecard The Why, How And How Not To

(From the same faculty)

New Delhi 12th & 13th August, 2010

Program Fee: INR 24,500/- + ST


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Session One: Introduction

Without question financial services is one of the most

turbulent, competitive and unpredictable of all market

sectors. Indeed, it is difficult to identify another that is

more challenging. In addition to the pressing challenges of

recovery from the collapse of the credit markets, the sector

has ongoing issues around: Deregulation, Globalization,

Changing business models, The collapse of customer

oyalty, Risk management, Etc.

This session will set the scene for the rest of the workshop

by explaining how the Balanced Scorecard can help

financial services organizations meet these challenges and

balance long term strategic with short term needs.

Session Two: The Balanced Scorecard Described

This session provides an overview of a Balanced Scorecard

system (by using a financial services scorecard examples).

t will explain that a Balanced Scorecard framework

ncludes a Strategy Map and accompanying scorecard of

metrics, targets and initiatives. Balanced Scorecards are

typically collocated to four perspectives: financial,

customer, internal process and learning and growth.

Session Three: Building a Strategy Map for a Financia

Services organization

Strategy mapping (the process of building a Strategy

Map) is the most important task in building a Balance

Scorecard system. This session provides a step-by-ste

guide to selecting strategic objectives for each of the fo

perspectives. It will emphasize that the Map should on

contain a critical few objectives (15-20), the importan

of showing causality between the objectives on the ma

and that themes (such as risk) are used to collocate

strategically important focus areas that run through th

MAP.

Session Four: Selecting Metrics and Targets

With financial services case examples, this session

explains how to select the metrics that will support the

strategic objectives and the targets that will support th

metrics. Particular attention will be paid to:

Understanding the basics of the science ofmeasurement

Using leading and lagging measures Using quantitative and qualitative metrics Measuring whats important to know and not what

easy to measure

Identifying stretching targets Using benchmarks for targets

IMPROVING PERFORMANCEOF FINANCIAL SERVICESVIA BALANCED SCORECARDThe Why, How And How Not To

WHO SHOULD ATTENTD

Managers in BFSI sector with titles ranging from Chairman to General Manager to Vice President Strategy and Change Consultants Strategy Advisories Managers in KPOs Academics HR Executives

DAY ONE


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MPROVING PERFORMANCEOF FINANCIAL SERVICESVIA BALANCED SCORECARDThe Why, How And How Not To

DAY ONE (Cont.)

SESSION Five: SELECTING INITIAITVES

After the selection of objectives, the choosing of initiatives is the second most important component of the Balanced

Scorecard system (as it is where work gets done, that is it is the initiatives that are chosen that drives the organization

toward delivering to the objectives that appear on the Strategy Map). Particular attention will be paid to:

Techniques for initiative prioritization Making sure that initiatives fully support strategic objectives How to jettison initiatives that are no longer strategically relevant

DAY TWO

SESSION Six: Cascading the Balanced Scorecard: The

Structural Challenge

This session explains how to devolve the Strategy Map and

scorecard from the corporate level to devolved unit and

function levels (case examples will be used to illustrate the

process). It will be explained that a core of objectives,

measures etc will be mandated but that some objectives,etc on a devolved map will focus on local needs. Attention

will be paid to:

Building a team to devolve the scorecard Using pilots before full rollout

Session Seven: Cascading the Balanced Scorecard: The

cultural challenge

Most Balanced Scorecard programs that fail do so notbecause the Strategy Maps or accompanying Balanced

Scorecards are badly designed but during the

mplementation phase. The cultural bulwarks of resistance

are typically erected because a properly implemented

scorecard system leads to twin outcomes that can be

disconcerting for some and terrifying for others

performance transparency and accountability.

This session explains how to identify and implement th

cultural change interventions that will overcome these

obstacles. Particular attention will be paid to:

Positioning the scorecard as a tool for continuousimprovement and not for naming and shaming

Senior management demonstrating the rightbehaviors

The use of local scorecard championsCommunication tools.

Session Eight: Choosing a Software Solution

There are now many Balanced Scorecard solutions on

market some good, some less so. This session provid

a checklist for selecting an appropriate solution (or

whether to build your own).

The session will outline the many benefits of automati

One of the main being that it enables the company to

reach every member of the organization with a compu

on their desks, or access to the web but will also

explain what software cannot do: build the scorecard,

the most important observation.


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MPROVING PERFORMANCEOF FINANCIAL SERVICESVIA BALANCED SCORECARDThe Why, How And How Not To

DAY TWO (Cont.)

Session Nine: Aligning budgeting and planning to strategy

hrough the Balanced Scorecard

For the scorecard to become part of the fabric of strategic

management there has to be a mechanism for linking the

budgeting process to strategy. We explain the sequential

process for selecting strategic, mod-term and annual

performance targets and how this should be guided by the

Balanced Scorecard.

We explain the role of rolling forecasts in a best-practice

process for aligning strategy to budgeting and planning

hrough the Balanced Scorecard.

mportantly, this session described the role of STRATEX

strategic expenditure) for safeguarding long-term strategic

nvestments.

Session Ten: Conclusion and wrap up

The final session pulls together all of the key learnings

from the workshop and provides next-steps for

participants.


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10th & 11th August,2010

Booking terms and conditions

The registration fee for the event covers the

following : Attendance, copy of documenta-tion, lunches and light refreshments. Accom-modation is not included. Detailed delegateinformation will be sent to you approximatelytwo weeks before the event. Payment isrequired in advance of the event, or at thelatest, paid at the event. Payment may bemade by par cheque or demand draft iffavour of OPTIRISK LEARNING SYSTEM

(P) Ltd. payable at Chennai.

exclusive jurisdiction of whose court theparties hereby agree to submit.

Confirm your CANCELLATION in writing upto 15 working days before the event andreceive a refund less a 10% service charge.Regrettably, no refunds can be made forcancellations received less than 15 workingdays prior to the event. However, SUBSTITU-TIONS are welcome at any time.

The organizers reserve the right to amend the

programme if necessary.INDEMNITY : Should for any reason outsidethe control of OptiRisk Learning Systems (P)ltd (hereafter called OptiRisk), the venue orthe speakers change, or the event be can-celled due to industrial action, adverse

weather conditions, or an act of terrorism,OptiRisk will endeavour to reschedule, butthe client hereby indemnifies and holdsOptiRisk harmless from and against any andall costs, damages and expenses, includingattorneys fees, which are incurred by theclient. The construction validity and perform-ance of this Agreement shall be governed byall aspect by the laws of India to the

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Improving Performance of Financial Services - Mumbai

Via Balanced Scorecard

The Why, How And How Not To

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improving performance of financial services

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