Performance Reporting & Business Improvement23 - 24 September 2013 · Crowne Plaza, Auckland

Translating strategic thinking into meaningful numbers, timely analysis and insight-driven actions

Featuring practitioners and experts in accounting, finance and business:

St John · SKYCITY Entertainment Group · Beca · PowershopThe Selwyn Foundation · Restaurant Brands · Air New Zealand

Log up to 19 hours

Learn about · Selecting, measuring and reporting on key value drivers efficiently · Integrating people and technology to drive performance improvement aligned with strategic goals

· Use business analytics to improve the quality of service, reduce costs, attract and retain valuable employees and reduce risk and uncertainty

· Business Improvement methodologies – including Lean, Six Sigma and Agile

PLUS two separately bookable workshops - see back page for details

www.conferenz.co.nz/PRBI

Conference

Supporting organisations

Performance Reporting & Business Improvement23 - 24 September 2013 · Crowne Plaza, Auckland

8.30 Registration and coffee

9.00 Opening remarks from the Chair Leanne Pickering, GM People and Performance, The Selwyn Foundation

Reporting Methodology

9.10 Identifying and measuring key value drivers While it is useful to have a good collection of data, it can be hard to identify

the main performance indicators that create or have an impact on value. Understand how you can work towards reaching strategic goals by: • Prioritising the controllable and most significant value drivers • Developing a value driver map for your business• Building measures of performance for the controllable activities that add

value • Using value driver analysis to ensure that strategy and decisions are

aligned with value creation Ray Wolken, Owner, Clearway

9.50 Less time reporting, more time for discussing, deciding and doing! - Establishing a reporting methodology

Learn how you can gain time to focus your attention in identifying meaningful data and making better decisions by establishing a reporting methodology. • Identifying stakeholders and delegating responsibilities• Automating and streamlining the reporting cycle• Consolidating documentation and processes to enable the timely delivery

of accurate, meaningful and reliable information• Allowing flexibility in the reporting process to respond to change

Murray McCall, Head of Auckland Finance, SKYCITY Entertainment Group

10.30 Morning break & refreshments

10.50 How to make the best use of dashboard reporting Important information can easily get lost in piles of data or lengthy reports.

One way to solve this problem is to use a visual tool like a dashboard, to highlight key metrics and issues. • Producing high-quality reports – choosing color schemes, fonts and

chart designs• Combining multiple data sources• Building interactive dashboards – sharing with other users and allowing

them to use filters for control and flexibility John Wallace-Thexton, Performance Measurement & Reporting Analyst,

St John

Continuous Business Improvement11.30 Implementing Lean Six-Sigma to improve productivity, support

decision making and attain strategic goals The BPI methodologies are not exclusive; in fact, it can be very valuable

to use the tools provided by two or more methodologies. A common combination is Lean Six Sigma, where businesses seek to maximise value, reduce waste, and accelerate the production process while keeping defects to a minimum. • How Air New Zealand implemented Lean Six Sigma• Difficulties in the implementation and learning• An ongoing process – it is not just about using the tools, but a way of

thinking Chris Reed, Continuous Improvement Manager, Air New Zealand

12.15 Lunch break

1.15 Implementing Agile concepts as part of our overall business improvement strategy

Through iterative and incremental development, Agile can help facilitate rapid and flexible when managing multiple projects across your company. Agile also encourages involvement and collaboration, as well as continuous thought and review of changing priorities. • The growing trendto implement Agile concepts and become an agile

company• Difficulties in the implementation of Agile concepts and learning• How being an agile company changes the way you do things and the

results you get Stephen Reed, Practice Manager and Agile Lead, Prestige Lawyers

Business Analytics

2.00 Using business analytics to reduce uncertainty and gain competitive advantage

To make the best possible decisions, companies should endeavour to make use of the tools and data available to them. While it would be impossible to consider every possible scenario, see how you can use analytics to: • Predict the most likely events and anticipate risks• Prepare a course of auction • Identify opportunities for growth

Warren Meyer, Director, Auxiliatus

2.45 Afternoon break & refreshments

3.00 Using workforce analytics to attract and retain the best Labour is a significant cost for most companies. The question here is not

“how can I reduce labour costs?” bur rather, “how can I make the most of human capital and encourage effectiveness, efficiency and innovation so that its cost can be justified by growth and profitability?” • Optimise organisational structure and capability • Increase employee productivity and effectiveness • Improve talent acquisition and retention, identify future leaders and

facilitate their professional development Tracy Leighton, Labour Performance Manager,

SKYCITY Entertainment Group

3.40 Forgetting about the size factor - Analytical trends and opportunities for the big and small

Due to disruptive technologies and analytics, size is no longer the main determinant of competitive advantage or disadvantage. In this session learn:• How small businesses can use analytics –without spending a fortune

– to build their relationship with customers, understand their market, respond to their needs and scale up without slowing down

• How big businesses can make better use of analytics by empowering decision makers to execute strategic actions driven by real time analytic insight of changes in business performance

Part one: Hena Rana, Technical Director - Business Advisory, Beca Part two: Hamish Wilkie, Head of Sales and Marketing, Powershop

5.00 Summary remarks from the Chair and networking drinks

www.conferenz.co.nz/PRBI

DAY 1

Conference

9.00 Welcome back from the Chair Leanne Pickering, GM People and Performance, The Selwyn Foundation

Data delivery and accessibility

9.05 Best practice risk analytics and reporting Flexibility, integration and collaboration are key in proving understanding

of the risk appetite of a business. In this session learn how your business could improve risk management by defining, gathering and processing risk data, how to measure your business’ performance against its risk tolerance and how you can make improvements in your risk reporting practices. Shashi Kumar, Director, Eden Valley

9.45 Identifying and measuring the drivers of satisfaction for services Financial results are closely tied with customer satisfaction. Effectively

measuring customer satisfaction for services can be difficult, as customers evaluate them differently to products due to the intangible dimensions of providing a service. In this session study:• The key drivers of satisfaction for services• Measuring the performance aspects of service• How to improve customer service and profitability simultaneously

Peter Jacobsen, Operations Manager – Starbucks Coffee NZ, Restaurant Brands

10.25 Morning break & refreshments

10.40 Achieving organisational alignment and engagement It is essential that the tool kit of resources available to business work

effortlessly together to provide the most value. In this session discover how to achieve integration by:• Translating your strategy into specific objectives, value drivers and key

performance indicators.• Aligning incentives to encourage high performance in value-driving

activities• Empowering leaders with the tools they need and providing support

11.20 Leadership in changing environments While “change is the only constant”, change management is one of the

biggest challenges in most organisations attempting to implement strategic and tactical plans. • Creating a culture of accountability, commitment and performance• Effective communication of the issues, the need for change and the new

direction • Retaining your company’s values and sense of identity • Continuously evaluating the impact of change and making adjustments

to drive results

12.05 Lunch break

1.00 Issues with data and how to solve them You want data that you can use and trust, but maintaining the integrity of

data and assuring its transparency, accuracy and consistency is not always easy. Learn how to: • Deal with holes in the data and other similar issues• Ensure data integrity through transfer, storage and retrieval• Deal with sensitive data and manage threats

Kari Jones, Associate Director, PwC Consulting

1.45 Using data and analytics to develop a compelling business case • How to quickly extract information to identify problems, causes, solutions

and the benefits of taking action• How to use analytics to navigate complex environments and identify

trends, risks, and opportunities• Translating analysis and models into financial outcomes – getting

analysts and decision makers to speak the same language• Using analytics to establish and monitor projects – the resources, the

time frame and goals Jeff Jackson, Managing Director, Solution Matrix Pacific

2.30 Afternoon break & refreshments

2.45 Determining a Balanced Scorecard to fit your business needs Today’s drive for organisational agility, the need to better align strategy and

execution, together with the need for more sophisticated reporting, has seen the rise of a ‘lite’ type Balanced Scorecard become a real option for organisational leaders looking for higher levels of accurate performance information. • Characteristics of a ‘lite’ Balanced Scorecard –what you should retain/

adjust and what you should ditch • The role of the BSC in the portfolio/programme management

environment• How the BSC is integrated into overall business operations and

performance reporting • Blending the responsibilities of integrated performance reporting with

financial prudence and organisational well being Iain Fraser, Group Managing Director, Project Plus

3.30 Beyond the numbers: Narrative analysis Good narrative analysis should discuss the issues or areas of interest

identified by the numbers and be useful to management, analysts and shareholders. Explore how to enhance the value of financial reporting by: • Creating a story from the data• Establishing a like between financial and non-financial data • Transforming a numerical snapshot of the past into forward-looking

analysis and discussion• Provide visibility of key drivers and leading indicators

Alex Ball, Director, Alex Ball Consulting

4.10 Closing remarks from the Chair and end of conference

Two separately bookable worskhops See back page for full details

register@conferenz.co.nz · 09 912 3616

DAY 2

Separately bookable workshopsWorkshop 1: Creating a compelling business case25 September 2013 · 9.00 AM – 12.30 PM

Study more in-depth how you can create a compelling business case step-by-step and successfully “sell” and implement your plans, projects and initiatives.

• Identifying a problem and its causes, how can it be solved and the benefits of doing so

• Establishing a project – the resources, the time frame and goals • Cost-benefit analysis• Communicating the problem, the intended course of action and the

benefits of taking on the proposed initiatives • Providing supporting material for your business case

Jeff Jackson, Managing Director, Solution Matrix Pacific

Workshop 2: Agile concepts & fundamentals to help your business grow 25 September 2013 · 1.30PM – 5.00PM

This is a workshop for executives, managers and change agents responsible for leading an Agile transformation within their organisation. This workshop focuses on Agile development in the business context, covering how you can leverage Agile to:• Align your organisation around a common vision• Manage changing priorities • Get your product to market faster • Build employee engagement and motivation• Increase productivity and reduce waste• Improve software quality

Stephen Reed, Practice Manager and Agile Lead, Prestige Lawyers

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