Citation
(2006), "Events", Measuring Business Excellence, Vol. 10 No. 2. https://doi.org/10.1108/mbe.2006.26710bab.001
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited
Events
Events
ACADEMIC CONFERENCESIntegrating Global Organizations Conference – The Role of Performance Measurement Systems
Dates and location: 13-14 July 2006, Siena, Italy
Keynote speakers:
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Ken Merchant, University of Southern California, Los Angeles, USA.
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Andy Neely, Cranfield School of Management, UK.
The Integrating Global Organizations Conference aims to explore the nature and role of performance measurement systems within the processes of managing global organizations and, in particular, the way in which financial and non-financial resources are integrated and managed through a common organizational language. Such a language, which both comprises and also extends the traditional financial measurement system, is coming to be seen as an integral part of the ongoing process of adaptation (to the changing market conditions) and integration (across the different functions, businesses, subsidiaries), which characterise the management of global corporations.
The Integrating Global Organizations Conference will provide an inter-disciplinary forum where academics and practitioners with an interest in performance measurement systems and processes of organizational change can meet together to present papers or to discuss collaborative research reports on the following (not exhaustive) themes:
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The contribution of performance measurement systems to the processes of learning and organizational change;
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The management of change initiatives, such as the introduction of balanced scorecard, six-sigma, etc;
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The role of performance measurement systems in organizational leadership and knowledge management;
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Incentives and performance measurement systems;
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The relationship between organizational culture, corporate governance and business strategy, and performance measurement systems;
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Performance measurement systems and the implementation and use of ERPs and SEMs;
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The linkages between performance measurement systems and modern management techniques, such as value-based management, total quality management, and balanced scorecards;
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Designing and implementing organizational scorecards, dashboards and KPIs.
For further information visit:www.unisi.it/ricerca/dip/sas/igo/index.html
Performance Measurement and Management: Public and PrivateThe Fifth International Conference on Theory and Practice in Performance Measurement
Dates and locations: 25-28 July 2006, London, UK
Following the success of the previous four international performance measurement conferences (July 1998, 2000, 2002 and 2004), we are pleased to announce the fifth conference of the PMA. The event will be held between 25-28 July 2006 at the New Connaught Rooms in the heart of London’s Covent Garden. The conference will undoubtedly involve the usual eclectic mix of academics and practitioners sharing ideas and information about performance measurement and management in the public and private sectors.
Two keynote speakers are confirmed. We have Paul Boyle, who is the Chief Executive of the Financial Reporting Council, the UK’s independent regulator for corporate reporting and governance. Also presenting will be Professor Banker of the Fox School of Business at Temple University, is one of the world’s most widely respected academics working on performance measurement. The conference will be chaired by Professor Andy Neely and Dr Mike Kennerley
For further information visit: www.performanceportal.org/pma2006.htm
European Productivity Conference: Competitiveness through Productivity
Dates and location: 30 August-1 September 2006, Dipoli Congress Center, Espoo, Finland
The European Productivity Conference will meet the challenges set out in the Lisbon EU Summit in spring 2005 and seek models of action that would improve the productivity of companies and services, and thereby European competitiveness. The Conference is intended for the management and personnel of companies and public services, productivity researchers, consultants and decision makers working in national productivity programmes. Delegate are invited you to network and meet developers and researchers of productivity and to share practical experiences, development programmes and research results.
The Conference will divided into a number of main streams:
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New technologies and organizational development.
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Education, innovation and intellectual capital.
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Production methods and networking/collaboration.
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Comphrehensive work place development and consulting.
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New ways of management and rewarding.
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Occupational health and safety and social responsibility.
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Productivity obstacles and drivers.
For further information visit:www.epc2006.fi/
ECKM 2006: The 7th European Conference on Knowledge Management
Dates and location: 4-5 September 2006, Corvinus University of Budapest, HungaryConference Chair: Dr András Gábor, Corvinus University of Budapest, Hungary.Programme Chair: Dr Péter Fehér, Corvinus University of Budapest, Hungary.Keynote speakers: Dr. Péter Racskó, Director of Knowledge Management, T-Com Hungary (Magyar Telekom, Subsidiary of the Deutsche Telecom Group).
The European Conference on Knowledge Management (ECKM) invites researchers to present current research findings and business experiences from the wide community which is now involved in knowledge management and intellectual capital and organizational learning. In the 7th year the conference will be organised in Budapest, Hungary. This small country of nearly 10 million inhabitants and around 93,000 square km is located in Central Europe, in the Carpathian Basin. The language, Hungarian, is unique in the sense that except for a few words, it is not even similar to the languages of the neighbouring countries.
On behalf of the Corvinus University of Budapest, I would like to welcome every researcher and practitioner of knowledge management. The University, with its nearly 16,000 students and 1,400 employees, is one of the largest institutions of higher education in Hungary. In its professional fields, it plays a crucial role in defining and developing the quality of higher education in Hungary and represents high standards of academic excellence domestically as well as abroad.
The University often serves as a location for international and domestic academic conferences and also as a “meeting point” for prominent personalities in politics and in the economic and business field. As it is committed to internationalisation, it receives a large number of international students each semester who are attracted by the university’s foreign language programs. International programmes can help to discover new methods, ideas, and to disseminate them not only among professionals but in the business sector as well, to create a corporate management on the basis of knowledge.
For further information visit: www.academic-conferences.org/eckm/eckm2006/eckm06-home.htm
4th International Conference On Accounting, Auditing And Management In Public Sector Reforms
Dates and location: 7-9 September, 2006, Siena
Invited plenary speakers
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Wai Fong Chua, University of New South Wales.
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James Guthrie, University of Sydney.
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Christopher Hood, Oxford.
Call for papers
The overall theme of the conference is the future of the New Public Management agenda. In addition, we are particularly interested in receiving extended abstracts, or preferably, completed papers on the following topics:
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Corporatisation and externalisation of public services and activities.
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Compulsory competitive tendering initiatives of public services.
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Private finance of public infrastructures: Private finance initiatives.
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Management accounting developments in the public sector.
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Central, regional and local government accounting initiatives.
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National Health Service reforms.
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Accrual basis of accounting in public budgets.
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The reporting entity and the consolidation of public sector annual accounts.
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The total quality management approach in the delivery of public services.
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Auditing and accountability of privatisation of government-owned companies.
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Regulatory aspects of public utilities and public monopolies.
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The role of audit institutions in the control of externalised public services.
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Theory and practice of performance measurement.
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The efficiency and quality control of contracting-out public services.
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Analyses of efficiency in the public sector.
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Performance audits in the framework of the New Public Management.
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Aspects related to the definition of output, outcome and quality indicators.
For further information visit: www.eiasm.org/frontoffice/event_announcement.asp?event_id=443
Utilisation and Non-utilisation of Public Sector Performance Information: In Search of Real EvidenceThe European Group of Public Administration Study Group on Productivity and Quality in the Public Sector
Dates and location: 6-9 September 2006, Milan, Italy
Public administrations have been measuring performance for quite some time now. But is this information actually used, or is performance measurement mainly a ritualistic exercise detached from organizational reality and policy making? This year’s call focuses on the utilisation of performance information: Who is (not) using performance measurement information, where, when, why and how? The focus is not on the technicalities of measurement. We particularly encourage papers with a strong empirical focus.
The full Call for Papers can be accessed through our web site: http://soc.kuleuven.be/io/egpa/qual/ More detailed conference information will be available soon on: www.egpa2006.com
EDEN Doctoral Seminar on Measurement Models in Marketing
Dates and location: 11-15 September 2006, EIASM, Brussels
Application deadline: 11 July 2006
EDEN calls to everyone’s mind the garden of earthly delights to which the Book of Genesis refers. It evokes the attractive and creative environment that EIASM offers to young promising scholars who undertake the exciting doctoral adventure.
Through the creation of EDEN, EIASM will contribute to the most critical phases in a scholar’s life cycle: i.e. his/her introduction to and early growth on the academic market. Thanks to its unique image and its organizational competitive advantages (core of associations, autonomy and flexibility), EIASM can indeed be very efficient at:
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inserting young doctoral fellows into a highly stimulating system where European researchers can interact (within and across associations), sharing common objectives and concerns;
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helping them in the positioning of their own work in relation to European research generally: expose them to various research traditions and orientations, open their minds to the international/global perspectives to be adopted when looking at the Management environment, make them aware of the challenges Management is facing in Europe (globalization, new technologies, etc.); and
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creating a network of European educators active at the doctoral level in Management.
The development of EDEN will be organized around an integrated set of doctoral seminars which will bring participants into systematic interaction, leading them to comparing their approaches and cross-examining their research work. It will consist of a mix of intensive one-week seminars dealing with advanced research methodology issues in Management, as well as with the frontiers of their specific area of interest.
EIASM involves not only the best doctoral students and their supervisors, but also the institutions to which they belong. Therefore the doctoral seminars will be decentralized: alternating locations and establishing “linkages” with leading European Business Schools. Since June 1988, when the programme was launched, 2,010 doctoral students from all over Europe have become EDEN fellows and 238 professors have acted as EDEN faculty members.
More info at: www.eiasm.org/frontoffice/eden_announcement.asp?event_id=459
2nd Workshop on Visualising, Measuring and Managing Intangibles and Intellectual Capital
Dates and location: 25-27 October 2006, Maastricht, The Netherlands
The 1st workshop on Visualising, Measuring and Managing Intangibles and Intellectual Capital, held in Ferrara (Italy) on 18-20 October, 2005 was a great success, showing the ever growing theoretical and practical importance of the subject area of intangibles and intellectual capital for organizations. Both companies and institutions and the academic world show their conviction that in the twenty-first century business enterprises are rapidly changing and that the major levers of such a discontinuity have an intangible nature and are largely dependent upon organizational knowledge creation, accumulation and appropriation. Brands, research and innovation, quality of management, competencies and capabilities, organizational culture and climate are only a few examples of those decisive intangible assets. Organizations are furthermore becoming increasingly involved in complex networks of alliances deriving their value and growth primarily from intangibles. Knowledge intensive organizations in a multitude of industries – ranging from pharmaceutical, biotech, software up to education – have indeed solid economic reasons for developing and knowing more about their intangibles. Indeed, also in the management and reporting of public sector entities (universities, cities, regional hubs) intangibles and intellectual capital seem to be increasingly recognised as key resources.
Whereas physical and/or financial assets can be regarded as commodities to which many economic agents have equal access, economic (added) value is largely due to the exploitation of growth opportunities drawing on unique non-physical – i.e. intangible – assets and on distinctive organizational designs and processes. Also financial markets and “infomediaries” (e.g., financial analysts) appear to attribute a significant value to company information on intangibles.
In this new setting, touching the heart of many disciplines (accounting, finance, organization, management, industrial economics, and policy making), new frameworks need to be developed and tested. Managerial performance evaluation and compensation are today less based on traditional (financial) performance metrics, while organizational designs have to take into account that intangible assets need to be managed on the basis of different and broader conceptual and operational frameworks that call for scholarly investigation.
The 2st EIASM Workshop on “Intangibles and Intellectual Capital” aims to further work on the road that was hit last year and hopes to re-invite and attract all the scholars who wish to give a contribution to this field from a variety of perspectives – offering them a unique platform to present their research plans and findings –, and to exchange views and ideas with colleagues of the same or other disciplines interested in intangibles and intellectual capital issues.
Call for papers
Submission of papers dealing with visualising, measuring and managing intangibles and intellectual capital theories, practices and research methods are all relevant to this workshop. For reference, papers on the following types of issues are welcomed warmly:
Applications and theory and practice relationships:
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innovative intellectual capital and intangibles management practices in particular parts of the world;
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measuring and managing intangibles in small and medium sized organizations;
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the importance of intangibles for the creation of added-value in profit and not-for-profit organizations;
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entrepreneurship and intellectual capital in learning organizations;
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linkages between accounting, finance, organization, management, and policy making in practice; and
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what do practitioners expect researchers to do?
Theoretical developments and research methods
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role of social sciences and other disciplines in research on intangibles;
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comparative analysis of the various (theoretical and practical) approaches;
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new theories and research methods for making intangibles visible, measurable and manageable;
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research method issues in researching intangibles;
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ways of improving the relevance, validity and reliability of theory-based (empirical and experimental) research; and
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innovative ways of conducting research on intangibles and intellectual capital in the many disciplines involved.
Submissions
Extended abstracts (three pages) or preferably full papers should be submitted for consideration to: hckoh@unisim.edu.sg by 16 June 2006. For further information see: www.eiasm.org/frontoffice/event_announcement.asp?event_id=476
11th World Congress: Developing Management and Organizational Capability to Improve Business Performance
Dates and location: 4-6 December 2006, Wellington, New Zealand
In our current global economic and social environment, organizational survival demands extraordinary improvement in business performance. Organizations need to exist in a highly, and increasingly, networked world. They face fast-paced technological, economic, regulatory, environmental, demographic, and cultural changes that daily influence their ability to remain relevant and viable.
The Congress will provide attendees with a more complete understanding of what it takes to become a successful organization in today’s and tormorrow’s world. We are confident that attendees will obtain ideas and initiatives that, if implemented, will lead to substantial improvements in their own organization’s business capability and performance.
Call for papers
Papers are encouraged that provide practical examples of best practices in the following areas:
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Leadership.
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Social responsibility.
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Strategic planning and deployment.
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Customer and market focus.
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Performance measurement.
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Benchmarking.
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Knowledge management and information technology.
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Process management and improvement.
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Innovation.
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Supplier relationships and partnerships.
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Standards and certification.
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Education, training, development and learning.
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Employee teams, empowerment, motivation, satisfaction.
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Business excellence assessments, awards and models.
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Building management and organizational capability.
For further details refer to World Congress at: www.worldqualitycongress.com or E-mail: robin.goodchild@lasalle.com
5th Conference on New Directions in Management Accounting: Innovations in Practice and Research
Dates and location: 14-16 December, 2006, Brussels, Belgium
The rate of change in the practice of and research on management accounting appears to be increasing. Many organizations are attempting to change their existing, or implement new and innovative, management accounting practices, based on new management accounting and business organization ideas, practices, structures, processes, systems, and information. A number of new challenging objects of measurement and control have recently emerged, including intellectual capital and networks of organizations. The roles and designs of budgeting systems appear to be rapidly changing. While much of this innovation and implementation concentrates on new costing or performance measurement systems, there is also change related to the roles of management accountants in organizations. Current developments outlined above provide many new opportunities for innovative management accounting research, and for a fruitful integration of existing accounting knowledge and the currently emerging practice issues.
The purpose of this conference, like its four predecessors, is to examine innovative management accounting practices and innovative ideas about how to conduct research on them. The conference will consist of plenary sessions and research paper presentations. In the 2006 conference, the general theme for the plenary speakers will be “The boundaries, links, and spaces in and around management accounting”. We have invited five distinguished accounting scholars to address specific issues dealing with this theme, including management accounting as related to hierarchy, cross-functional, horizontal, and inter-organizational issues of management accounting and corporate governance, and linkages between management accounting and the rest of accounting. The invited plenary speakers are:
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Robert Chenhall, Monash University, Australia.
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David Cooper, University of Alberta, Canada.
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Henri Dekker, Free University of Amsterdam, The Netherlands.
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David Larcker, Stanford University, USA.
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Ken Merchant, University of Southern California, USA.
Call for papers
Submission of papers that deal with innovative management accounting practices, theories, and research methods are particularly relevant to this conference. For reference, papers on the following types of issues are welcomed warmly:
Practice:
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innovative management accounting practices in particular parts of the world;
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management accounting in new organizational designs (flat, horizontal, matrix, network, virtual, team);
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management accounting systems for enterprise resource planning systems, e-commerce, electronic data interchange, electronic meetings, customer relationship management, and supply chain management;
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value chain accounting;
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new management accounting techniques, processes and information;
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linkages between competitive strategy and management accounting;
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integration/disintegration of management accounting;
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challenges of globalisation for management accounting;
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changing roles of management accountants in organizations; and
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information about what practitioners expect management accounting researchers to do.
Research:
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role of social science and other theories in researching innovative practices;
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comparative analyses of various theoretical approaches;
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new theories for researching innovative practices;
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ways of improving the relevance, validity, and reliability of theory-based empirical research;
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role of research design in management accounting studies;
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research method issues in researching innovative practices; and
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innovative ways of conducting management accounting research.
Copies of completed papers intended for presentation at the conference should be submitted by 15 September 2006.
For further information see: www.eiasm.org/frontoffice/event_announcement.asp?event_id=434
4th Conference on Performance Measurement and Management Control: Measuring and Rewarding Performance
Dates and location: 26, 27-28 September, 2007, Nice, France
The third edition of the EIASM conference on performance measurement and management control was a great success. Over 180 scholars participated in the conference (+59%), 108 papers were presented (+96%), some of which later appeared in a book published by JAI Press (Elsevier Science) in the USA and Europe. In light of the success of this third edition and to continue to explore and exchange on these issues, a fourth conference will take place in 2007.
As in 2003, the 2007 edition will be focused broadly on “performance measurement and management control”. But we also want to give this fourth edition a particular focus on the critical issues related to the measurement, evaluation and reward of performance, defined broadly.
This conference will provide a full exploration of the current research on these topics, as well as an opportunity to discuss current research, current corporate practice and future trends in research and practice. The two invited speakers will present their most recent work on management control and performance measurement. This will include an update on the current research in the field and extensive discussion of business practices and trends in these areas.
The first day (September 26) will be reserved for the presentations of early works and papers from emerging scholars in order to facilitate more discussions on them.
Call for papers
Research papers using a variety of theoretical and methodological approaches are invited on any topic related to the general theme of performance measurement and management control.
Of particular interest for this edition of the conference will be papers addressing issues related to the measurement, evaluation and reward of performance. The link between performance measures and rewards can be examined from several angles, including the balanced scorecard, other performance measurement and strategic management systems in different types of organization and sector (including public sector), and at various organizational levels (including the corporation, strategic business unit, functions, teams, and individuals). It would particularly address some of the following issues and questions:
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What are the links between these levels and how important is it that there is a link?
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Do performance measures need to be tied to rewards?
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Do performance measures play (or need to play) different roles:
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in the attribution of different types of rewards (e.g. manager consideration, salary increase, promotion, bonus)?
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at different hierarchical levels?
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across industries, types of business, organizational strategy, etc?
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What are the pros and cons of relative performance evaluation systems?
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When is it desirable to hold employees accountable for actions over which they have limited or no control?
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How important is the performance measurement system in driving superior performance?
Those who want to present a paper at the conference should submit an abstract in English (approximately 300 words) by 31 January, 2007.
For further information see: www.eiasm.org
JOURNAL CALLS FOR PAPERS
Call for papersInternational Journal of Six Sigma and Competitive Advantage (IJSSCA)
Special issue: Issues and influences of six sigma in emerging markets. With sluggish growth in the developed markets of the world, companies are turning to newly-emerging markets for business expansion. In view of the large customer base and huge potential markets in the emerging economies, organizations searching for growth are increasingly realising that they must produce in and cater to the emerging markets. The phrase “emerging markets” is commonly associated with business and market activities in industrialising or emerging regions of the world. Six sigma is increasingly becoming universally recognised as the twenty-first century panacea for organizational ills. The literature on six sigma is indeed growing in leaps and bounds. However, much of these literatures have been derived from experiences and research in the industrialised world. Managing business processes in developing countries requires a set of complexities less common in the developed world.
Issues regarding six sigma in emergent markets are at best at the exploratory stage, as they require new knowledge or departures from existing skills. This call for papers seeks to highlight issues and practices surrounding six sigma in emerging countries. The primary criteria for consideration is that articles based on research and application, theoretical and empirical from emerging markets, that can help shed light on this six sigma phenomenon will be short listed. Papers that are conceptual or empirical, and case-study-based or industry-wide-based are welcomed. Contributed papers may deal with, but are not limited to:
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Six sigma for manufacturing processes.
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Six sigma for service processes.
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Six sigma for transactional processes.
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Six sigma for SMEs.
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Six sigma in supply chain.
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Six sigma in software/IT.
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Six sigma and its link to other quality initiatives.
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Design for six sigma.
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Lean six sigma.
The purpose of this special issue is to provide an opportunity for the participants of the 3rd IEEE International Conference on Management of Innovation and Technology (www.icmit.net/) to be held in Singapore in June 2006 to publish their papers that address the spirit of this call for papers in IJSSCA. However, people who are working in similar areas and not participating in the conference but wish to contribute to this call for papers are also encouraged to submit their papers for consideration.
This call for papers invites the submission of original manuscripts.
Authors should not submit papers previously published, or under consideration for publication elsewhere. This call for papers employs a double blind peer review process. Articles for this call are expected to be “academic” in terms of rigour, but “managerial” in terms of readability and content. Papers are invited from both research and practice.
Prospective authors should send, as an e-mail attachment, their articles to: Chris Seow, E-mail: c.seow@uel.ac.uk by 13 August 2006. Full papers should be 5,000-7,000 words in length although shorter papers, particularly from practitioner authors, will be considered. Preliminary notification of acceptance will be by 13 October 2006. The deadline for the submission of the final manuscript is 30 November 2006. This call for papers adheres to the author guidelines as stipulated in the International Journal of Six Sigma and Competitive Advantage, where the special issue will be published.
Guest Editors:
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Chris Seow, University of East London, United Kingdom.
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Min Xie, National University of Singapore, Singapore.
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Shirley Coleman, University of Newcastle, United Kingdom.
PRACTITIONER CONFERENCESPerformance Measures for Strategic Advantage Conference and Workshop
Dates and location: 6-7 July 2006, Cranfield School of Management
A one-day conference at which leading companies present their latest practice and thinking in using performance measurement information to manage their business. This event is accompanied by a one day workshop which allows participants greater access to the tools and techniques.
For further information see: www.cranfield.ac.uk/som/cbp
Balanced Scorecard Collaborative: 2006 Annual European SummitStrategic Alignment: Driving Business Excellence
Dates and location: 12-14 June 2006, Hilton Diagonal Mar, Barcelona
For further information see: www.bscolevents.com/
Third Annual Strategy-focused Organization Conference
Dates and location: 12-14 July, 2006, Cambridge, MA
At this conference you will learn how Hall of Fame companies have used the balanced scorecard to successfully implement their strategies and achieve breakthrough results. Each Hall of Fame case provides an in-depth look at how each of the five principles of a strategy-focused organization plays out in the real world.
For further information see: www.bscol.com/education/conferences/executive/
COURSESBenefit Realisation Management: A Vehicle for Transformational Change
Dates and location: 13 June 2006, London, UK
Benefits management is an approach to managing organizational change that maximises the realisation of benefits. It is more than a methodology for justifying investments and more than a mechanism for benefit measurement.
For further information visit: www.unicom.co.uk
American Management Association’s 2-Day Course on Corporate Performance Management
Dates and location: 13 June 2006, New York, NY, USA
Discover the business metrics, processes and systems that will help you better execute and monitor strategic efforts to improve performance management. Using case studies and practical examples, this seminar will help you plan and implement an effective corporate performance management (CPM) system:
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Understand what CPM is – and its powerful impact.
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Overcome planning weaknesses.
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Quickly grasp the capabilities of the latest technologies as applied to CPM.
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See how other companies are benefiting from CPM technologies.
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Overcome organizational resistance to CPM.
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Learn how to build a CPM “roadmap”.
For further information visit: www.amanet.org/seminars/seminar.cfm?ID=1437&Cat=197sched
Managing Supplier Performance: Measurement, Certification and Quality ImprovementLearn to effectively manage suppliers in order to save money, avoid risks, enhance operations – and thrive in today’s business environment
Dates and location: 01-02 June, 2006 – Chicago, IL; 02-03 October, 2006 – Las Vegas, NV; 16-17 November, 2006 – New York, NY
The course will cover:
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How target costing and supplier performance work hand-in-hand.
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When to involve suppliers in designing products and services.
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Calculate total cost of procurement for performance measurement.
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How performance measures fit into the strategic supply framework.
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Build a cross-functional team for supply sourcing.
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How ISO-9000 and QS-9000 can help qualification.
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The seven steps to supplier certification.
For further information visit: www.amanet.org/seminars/seminar.cfm?ID=1552&Cat=199&org=Sem
The Balanced Scorecard Institute – Training Seminars and Workshops
These interactive professional courses are updated regularly to include the latest best practices and ideas. Each course includes a seminar on our award-winning balanced scorecard/performance measurement methodology with a 200-page workbook, case studies, exercises, international best practices, small-group scorecard and measures development, and expert lectures. They also include practical workshops which allow you to focus directly on your own current project.
Dates and location: 13-15 June, 2006 Balanced Scorecard Train the Trainer, Brookings Institution, Washington, DC; 20-22 June 2006, Performance Management for Government, Hilton Embassy Row, Washington, DC
For further information visit: www.balancedscorecard.org/training
Performance Measurement: Beyond the Balanced Scorecard
Dates and location: 26-28 June 2006 + 22 November 2006; 9-11 October 2006 + 5 March 2007; Cranfield School of Management, UK
This programme is for those planning to redesign or upgrade their performance measurement system. From design of scorecards to implementation and use of the measures, the programme uses practical tools and techniques which participants can take away and use to manage their own businesses. A key theme underpinning the programme, is that the power of measurement lies in the fact that it allows managers to do much more than simply track progress. By the end of the programme delegates have developed and reviewed personal action plans to improve the measurement systems used in their own organizations.
For further information visit: www.cranfield.ac.uk/som/cbp
Key Skills of Organizational Performance Management
Cranfield School of Management, UK
The Centre for Business Performance has developed a suite of programmes that takes participants through the key skills needed to create, manage and maximise a performance measurement system: Design, Implement, Use and Improve. This programme is made up of five days as per the model below.
Delegates have the flexibility to book any module they require on a stand-alone basis as individual units are useful in themselves, or for those wishing to attend the whole programme can book the five core units in one consecutive week or in modular blocks.
The core units are:
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Strategy and Success Maps, 4 December 2006.
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Designing Appropriate Performance Measures, 5 December 2006.
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Managing the Performance Review Process, 6 December 2006.
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Planning and Managing Action, 7 December 2006.
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Performance Improvement Tools, 8 December 2006
For further information visit: www.som.cranfield.ac.uk/som/research/centres/cbp/courses/courses.asp
Service Performance: Strategies for Success
Dates and location: 9-11 October 2006, Cranfield School of Management, UK
This programme is focused on the successful implementation of effective strategies to meet the ever changing and increasing demands for higher service quality levels, greater customer responsiveness, and increased productivity. We examine the benefits of greater customer focus whilst understanding how to overcome potential barriers in developing it. By the end of the programme participants will be able to develop the framework of a cohesive action plan to apply to their own organization, with a clear understanding of the challenges of leading the change process involved.
For further information visit: www.cranfield.ac.uk/som
Mapping Strategy Using the Balanced Scorecard
Dates and location: 27-28 June, 2006, Dallas, TX
SAVE THE DATE: Learn from the Creators! You’ve heard about the Balanced Scorecard, you’ve read the articles about it, and you’ve heard about success stories at other companies. So how do you get started? This is the seminar for which you have been waiting! This is the only Balanced Scorecard “How-To” training seminar developed.
For further information visit: www.bscol.com/education/conferences/howto/index.cfm
Driving Alignment with the Balanced Scorecard
Dates and location: 2-3 August 2006, Chicago, IL
For further information visit: www.bscol.com/education/conferences/howto/index.cfm
Leading & Managing with the Balanced Scorecard
Dates and location: 17-18 October 2006, New Orleans, LA
This is a beta version of a second new training seminar that defines strategy management, leadership involvement in the change process, sustaining the BSC process over time, the new management meeting, reporting, the link between planning and budgeting with strategy, the process management link with strategy, establishing an Office of Strategy Management, and building the career of the strategy manager.
For further information visit: www.bscol.com/education/conferences/howto/index.cfm
Mapping Strategy Using the Balanced Scorecard
Dates and location: 6-7 December 2006, Coral Gables, FL
For further information visit: www.bscol.com/education/conferences/howto/index.cfm
Flexible Planning and Rolling Forecasts
35.1 Dates and location: 9 November 2006, London, UK
For further information visit: www.cimaglobal.com
Implementing Beyond Budgeting
Dates and location: 22 June 2006 Dublin; 6 October 2006 Birmingham; 24 November 2006 London
For further information visit: www.cimaglobal.com
Achieving Process Excellence – Six Sigma process improvement
Dates and location: 3 October 2006, London, UK
For further information visit: www.cimaglobal.com
Applying Business Process Improvement
Dates and location: 21 November 2006 London, UK
For further information visit: www.cimaglobal.com
Implementing Driver-based Budgeting and Rolling Re-forecasts
Dates and location: 30 June 2006 London; 16 October 2006 Manchester
For further information visit: www.cimaglobal.com
Performance Management
Dates and location: 23 June 2006 London; 2 October 2006 Leeds; 17 November 2006 London
For further information visit: www.cimaglobal.com
Performance Measurement and Benchmarking
Dates and location: 27 June 2006 London; 30 November 2006 London
For further information visit: www.cimaglobal.com
The Balanced Scorecard
Dates and location: 15 June 2006 London; 22 September 2006 Dublin;10 November 2006 Manchester; 15 December 2006 London
For further information visit: www.cimaglobal.com