S. P. Jain Institute of Management & Research, Mumbai
presents
a Two-Day Seminar on
Managing Corporate Performance
with
Gary Cokins
Strategist, Performance Management Solutions, SAS Institute Inc.
A Program for Senior Management
in August 2003

"A hundred times every day, I remind myself that my inner and outer life depend on the labours of other men, living and dead. And that I must exert myself in order to give in the same measure as I have received and am still receiving."

Albert Einstein

Introduction:

We are experiencing a huge upheaval with change. The half-life of technologies, organizational structures, processes, policies, and procedures are shrinking all the time. Trends that were once tracked by quarters now fluctuate from week to week. Yesterday quickly becomes ancient history, and it's usually not a very good predictor of tomorrow.

Many organizations seem to jump from improvement program to program, hoping that each one may provide that big yet elusive competitive edge. Most managers however would acknowledge that pulling one lever for improvement rarely results in a substantial change, particularly a long term sustained change. The key for improving is integrating and balancing multiple improvement methodologies. You cannot simply implement an improvement program and exclude the other programs and initiatives. It would be nice to have a management cockpit with one dial and a simple steering mechanism, but it's just not that easy. Similarly, managing an organization, or a process, or a function is also not that easy.

Organizations will need to overturn decades of traditional business practices. They now need to manage the total enterprise by aligning themselves, their customers, and their suppliers in one strategic direction. Leadership's role is to determine the direction and motivate people to go in that direction.

There has been too large a gap between strategy and the operational systems to effectively achieve an organization's strategy, mission, and ultimate vision. In complex and overhead-intensive organizations, where constant redirection to a changing landscape is essential, the linkages between strategy and execution have been coming up way short.

Performance Management (PM) is the process of managing an organization's strategy. It is how you translate plans into results - Execution. PM can be viewed as having the tightly integrated and universally applicable methodologies of strategic planning, scorecard measurements, budgeting, costing including activity based management [ABM], forecasting resource requirements, and financial consolidations.

A simple way to think about PM is that it embraces both planning and executing.

Who Should Attend:

• Chief Executive Officers
• Chief Financial Officers & Controllers
• Senior Managers / Business Heads
• Consultants

How Will You Benefit:
Gain an Insight into

• The process of formulating and implementing winning strategy;
• Translating mission and strategy into a comprehensive set of performance measures;
• Use of management systems to stimulate profitable growth;
• Developing techniques for balancing innovation and control;
• Managing business risk.

Session Details:

Day One

Session 1 & 2	Overview Of Performance Management (PM)
Session 3	Fact-based Data with Activity Based Management
Session 4	Operational ABM to Manage Process Costs
Session 5	Case Presentation by S. P. Jain Institute of Management & Research

Day Two

Session 6	Core Solutions
Session 7	Conflicts and Trade-Offs - Activity Based Budgeting and Planning
Session 8	Shareholders need Economic Value Management
Session 9	The Need for IT - Data Management and Mining
Session 10	Panel Discussion