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Conference Day One: March 12, 2014

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8:45 AM 5 Principles of Process Excellence

Jack Schiff , BUE - Business Agility Tiger Team Industry Leader, IBM

Principle Centered Leadership for Business Process Excellence

With the disruptive technologies of Mobile, Social, Cloud and Big Data/Analytics, it is vital for companies to deliver the right product at the right time to the right customers over the right channel in the right format.  Product virtualization along with channel optimization is what creates customer value.  This requires highly optimized organizations to respond rapidly to customer demands.  From the creation of new products, ever changing regulations along with a growing global economy it is paramount for companies to have visibility into all aspects of customer interaction and business process.  We will focus on the Five Principles for Business Process Excellence.

  • Know What To Improve
  • Challenge, Challenge, Challenge
  • Quantify the Business Value
  • Measure What You Manage / Manage What You Measure
  • Stay Focused and Start Again
Jack Schiff
BUE - Business Agility Tiger Team Industry Leader

9:30 AM Advancing E2E Thinking

Leslie Behnke , Vice-President, Process Improvement & Service Quality, TD Canada Trust

• Establishing a Quality Delivery Model focusing on speed, accuracy, cost and risk avoidance
• Building the Foundation for E2E Thinking: getting traction, sustaining the benefits
• Shifting the organization and prioritizing initiatives with an E2E perspective
• The E2E Cultural Journey

 Leslie Behnke
Leslie Behnke
Vice-President, Process Improvement & Service Quality
TD Canada Trust

10:15 AM Networking Break

10:45 AM Rapid process improvement: Empowering employee collaboration and workflow at AIG

Brian McGovern , Senior Vice President, Legal Chief Data Officer, American International Group, Inc.

Nancy Scott , Vice President, Process Excellence, Global Legal Compliance, Regulatory and Government Affairs, American International Group, Inc.

• Streamlining processes within legal and all of the departments, business units, including external vendors that interact with them
• Achieving complete process transparency, reducing the time required to get work complete and delivering dashboard metrics for leaders
• Delivering automated processes that improve resource utilization, enhance efficiency and effect change within 1-3 week without requiring IT development time (a significant cycle time reduction that could potentially take 6 months, or any expensive alternative investment)
• Tangible results: streamlined and automated a request process that resulted in a simplified process with five fewer steps, elimination of email traffic, and creation of a central repository for collaboration. Additionally, a potential delay of 2 weeks is avoided through elimination of the legacy process
 Brian McGovern
Brian McGovern
Senior Vice President, Legal Chief Data Officer
American International Group, Inc.
 Nancy Scott
Nancy Scott
Vice President, Process Excellence, Global Legal Compliance, Regulatory and Government Affairs
American International Group, Inc.

Business process management (BPM) is a top initiative at most global companies. Unfortunately, it is nearly impossible to “tame” the chaos because of a lack of visibility and use of antiquated systems.

Smart Process Apps are the “new” tools for the 21st century knowledge worker because of their flexibility, ease of use and low deployment costs. This session will highlight how the right tools allow knowledge workers to focus on “process results” rather than difficult technology.

This session will highlight:

• The simplicity of creating business Apps and how it facilitates a rapid development and “learn by doing” mentality
• The importance of delivering world-class customer value that supports all points of interactions between knowledge workers
• How App Builder clients have strategically integrated existing processes into simplified process structure using UTBMS phases for litigation and compliance/transactions
• The difference between a standard development toolset and custom development through IT
• The strategic value and ROI of moving process initiation and approval out of email to gain increased transparency

 Paul Zengilowski
Paul Zengilowski
Customer Development Executive

12:15 PM Networking Lunch

1:15 PM Achieving performance transformation during challenging times: Why it’s all about balance

Keven Carpenter , Head of Quality, GE Capital

Doreen Bentson , Quality Leader, GE Capital

•Securing engagement from the top down: engaging employees from the executive level to the front line
•Process Governance: Defining the responsibilities of process owners
•Identify the toolsets you need to create the infrastructure you need to sustain continuous improvement
•Leveraging the power of data in transforming culture and behaviour
•Develop a more self sufficient operational excellence infrastructure through training, new systems and ongoing management
•Compliance: Making sure that you do compliance with process in mind

 Keven Carpenter
Keven Carpenter
Head of Quality
GE Capital
 Doreen Bentson
Doreen Bentson
Quality Leader
GE Capital

2:00 PM Business Process Management and Business Architecture: Viewing process from a business perspective

Atul Bhatt , Vice President, Business Architecture, Wells Fargo

Business Architecture (BA) is no longer just an emerging discipline or an “interesting concept.” It is increasingly being leveraged by enterprises to provide tangible value. However, the field itself is far from being mature, unlike Business Process Management (BPM) which has evolved into a robust discipline and practice. BPM’s main focus, however, has been on the evaluation and use of the vendor tools for accomplishing its various aspects. The “business” aspects of BPM often get overshadowed or neglected, resulting in solutions to business problems that are driven primarily by technology tools.

This presentation will examine the relationship between BA and BPM, particularly how BA presents a valuable opportunity to view processes, first and foremost, from their “business” perspective. Given that business processes (and rules, decisions, events, etc.) are key components of business, one of the strategies at Wells Fargo is to position BA as the overarching discipline that includes the existing efforts in BPM and other related areas, especially the “business” aspects of those areas. And as one of the starting steps in this pragmatic approach, Wells Fargo are establishing and socializing clear statements on the following four key aspects of BA: Definition and Components, Value Proposition , Key Activities and Deliverables, Community of Practice.

 Atul Bhatt
Atul Bhatt
Vice President, Business Architecture
Wells Fargo

Take advantage of this structured learning opportunity to hear from the technology, services and solutions experts that have the answers to your specific process improvement implementation or integration challenges. You will have the opportunity to hand-pick from our leading-edge services and solution providers which presentations you wish to attend - then you’ll have 5 minutes with up to 5 providers to hear directly from them on how they can support your business challenges.  This unique session allows you to find out - within just 5 minutes – whether your company can benefit from a future business relationship with a specific provider.

• Process mapping
• Process modelling
• Workflow management software
• Data visualisation/dashboarding
• Business Activity Monitoring (BAM)
• Business/operational Intelligence
• Cloud based BPM
• Case management
• Document Management
• Project and portfolio management
• Case management
• Social BPM

•      Examine customer experiences in financial services and learn how EMC has helped them transform their critical business processes through case management.
•      Understand how a case management framework can drive more value from your BPM strategy and what differentiates it from a standard BPM platform.
•     Gain guidance on establishing a strategy of when to use case management and when to avoid it.

 Peter Smereld
Peter Smereld
Director, Enablement
EMC Corporation

4:30 PM The Ten Dimensions of Business Agility: Enabling Bottom-Up Decisions in a World of Rapid Change

Craig Le Clair , Vice President and Principal Analyst, Forrester Research

There has been over 70% turnover of Fortune’s global 500 companies over the past 10 years.  Companies dropping off  the list were unable to manage an  accelerating pace of change. Business agility is the umbrella attribute that enables companies to thrive amidst ongoing change in customer, competitor, and technology change.  We identified ten dimensions of business agility. Two relate to market agility,  that is, responding to changes in customers. Three address organizational agility, or how people and culture can make an organization more agile. And five address process agility, which define the traditional information-technology elements of agility. Taken together, these ten dimensions comprise the qualities that make agile companies faster and more responsive to both external and internal forces of change. This session presents the results of a Forrester survey of 300 enterprise companies and explains:

• What is agility and why does it matter?
• Why Agile Enterprises Excel In Ten Dimensions (Case Studies)
• Agility Scores For  High And Low Performers In Financial Services Industry
• How To Build Your Agility Roadmap

 Craig Le Clair
Craig Le Clair
Vice President and Principal Analyst
Forrester Research

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