Your Headline, Your Way

The Air Force is building an ecosystem of improvement and innovation, which requires a culture change. The Air Force is focusing on a cultural transformation to inspire Airmen to think differently, veering from a culture of inherent compliance that accepts no questions, to an improvement and innovative culture that is data focused and outcome/performance driven. To build the ecosystem that improves the organization from the inside out we focused on Airman development, Airman innovation, and process management/modeling.

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An exploration of the key business transformation and operational excellence challenges, emerging trends, risks and opportunities that businesses will be exposed to as we emerge into a post pandemic environment. What has fundementally changed and what do you need to survive and thrive.

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Warning! This keynote is disruptive! Implementing its insights may result in double-digit percentage growth, outperformed competitors, new revenue streams, much faster and cheaper processes, and revamped business models. In short, it could put you at the top of your competitive market. This keynote is based on Magnus Penker’s upcoming book of the same title.

Key takeaways

• Based on an investigation of over 5,000 organizations in 105 countries, Magnus Penker presents thought-provoking, data-backed new insights on how to lead, organize, and nurture an unbeatable culture in order to prepare for the competitive environment, now and in the future.
• What can we learn from history to help us make calculated decisions about the future?
• How to prepare your team to embolden the organization, get the job done, and continuously stay on top. 

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BTOES expert panel provides an exploration of what has been driving the high octane journey of RPA & IA and what the future holds post Covid-19.

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• Setting the conditions and tone for creating a psychological safety environment thru continuous process improvement
• Calculating the “preventing adverse outcomes” value of continuous process improvements, which, therefore, measures true high reliability within a healthcare organization.
• Demonstrating the evidence of and measurement for “just culture.”
• Providing justification and validation of the alignment with and progress towards achieving Mission Control goals.
• Assisting with the identification of potential hazards for proactive risk mitigation.
• Informing cost analyses to demonstrate the “return on investment” from the process improvements.
• Identifying best practices to further Truman and VHA as a “learning organization.”
• Performing trend analysis to search for themes, patterns and inform decision making.

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“Fewer than one third of organizational transformations succeed at improving a company’s performance and sustaining those gains” and “the success rate of digital transformations is even lower.” (McKinsey)

Three top leaders of high performing large-scale transformation projects will deliver a five minute presentation to give you insights into best practices followed by a Q & A discussion session

• What were the key drivers for transformation?
• What are the strategic goals of your organisation’s transformation initiatives?
• What do you consider to be the biggest enablers of our successes?
• What elements of our transformation processes could be improved?
• What makes sustainable change possible? 

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We spend so much time trying to solve problems in our business. Why is it that after investing countless hours, effort, energy, and resources, the problems we think we have solved come back again and again? There must be a better way to sustain the results you work so hard to achieve.

The Wheel of Sustainability is the better way.

In this workshop, you will learn how to utilize your leadership commitment to engage and empower your teams with the Wheel and sustain their solutions. With case studies and exercises, you will have the tools to help your organization win.

What attendees can expect from the session:

·  Understand all components of the Wheel of Sustainability.

·  Identify real-life applications that you can take back with you.

·  Case studies and stories of teams who used the Wheel of Sustainability.

·  How the Wheel enhances leadership commitment.

·  The one key question to ask to drive sustainability.

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'Fireside Chat'.

Jose & Travis will discuss change and the neuroscience around it.

People inherently resist change. With Digital Transformation at the top of most companies' list of goals, how do we harness what we know about the brain to prepare ourselves and our teams for the changes necessary to achieve Digital Transformation?

Discover the different reactions to change and tips on how to manage change successfully. You’ll learn about your brain, how to relate to your teams, and leave understanding how Change Management can not only improve your odds of success in your Digital Transformation journey but also be a valuable investment in your people and culture.

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No doubt great experience leads to employee retention, but in this new norm, providing an optimal employee experience is harder than ever before. As more companies adopt flexible, remote working options, it is increasingly vital to ensure your organization is leveraging solutions to help drive employee productivity.

Join us on our journey and let Nintex will guide you through the importance of process management and automation, explain the various automation capabilities, and then walk through real use cases that companies are using to achieve higher level productivity and efficiency.

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“We’ve never done this before. And you might think we’re crazy. But we’re having fun out here.”

Paul Simons, VP of Strategy and Mergers & Acquisitions for The Heritage Group, is a movement maker. A Continuous Improvement leader, Paul’s secret sauce is his ability to take a kernel of an idea to a fully realized, actionable place using a principle-based approach to improve employee effectiveness. 

This main stage session is for those lone nuts out there putting effectiveness over efficiency and looking for inspiration and motivation to tackle transformation initiatives in new, unconventional ways.

For nearly 3 years, Paul has been leading the journey to operational excellence at The Heritage Group, a 90-year-old family-owned portfolio of businesses in core platforms of transportation infrastructure and materials, specialty chemicals, and environmental services. In a continual effort to evolve and improve, Heritage seeks new opportunities to grow their business through innovative R&D and building high-trust relationships – like the one that led to paving and preserving the iconic Indianapolis Motor Speedway.

Paul will share his roadmap and guidance to help your teams confidently say: ‘This is where we want to go, and we’re going to create a movement to make it happen” with one-of-a-kind insights into:

• Guiding leadership to self-discovery
• Establishing a culture of enablement
• Empowering teams to learn by doing
• Promoting best practice as common practice

Key takeaways:

· Make new connections.

· Gain shared wisdom from peers.

· Learn what pitfalls to avoid in driving operational excellence.

· How to apply new approaches to accelerate your performance in business transformation.

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In this session Nicola Hodson will share key lessons learned from managing digital transformation across over 100000 people at Microsoft and discuss how to create and maintain momentum for ongoing transformative change.

• prepare your managers early
• culture & behaviour adoption
• creating a movement
• keeping momentum

Includes Chairperson's review of highlights and key learning from the conference. 

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We live in ever changing and highly demanding work environments. Adding to this is the unprecedented change brought about by the COVID-19 pandemic and the myriad of roles many of us hold. The pace of life can be unrelenting. To cope, many of us adopt a work-until-you-drop mentality. Burn-out threatens our health, our performance and our relationships. We don’t want to merely survive; what we need are the tools to thrive.

Drawing from experts in the fields of neuroscience, psychology, physiology and

philosophy, in this session you will learn:

• The science behind tiny shifts in behavior
• Five micro-habits designed to build your resilience:

1. Reset your brain on the most critical tasks

2. Reduce the impact of emotions and stress

3. Rewrite your internal thoughts

4. Replenish your physical stamina

5. Recommit to your deeper purpose

 Tips on how to make new habits stick

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Twitter’s is the world’s town square, where every person irrespective of their background or beliefs, can see & talk about what’s happening, learn & share perspectives, and solve important & existential problems together (e.g. #blacklivesmatter, #climatechange, #metoo).

Despite being one of the fastest companies to grow to $1Bn revenues in the history of the tech sector, Twitter has in recent times fallen into tough times with several rounds of layoffs, product shutdowns and earnings misses.

Since 2018, the company has embarked on a bold new vision and a strategy to transform itself and at its center has been a quiet focus on operational excellence through driving better operating rhythm & alignment, clearer decision making & accountability and greater focus on high performance & incentives - all while retaining the company's unique culture and world class talent. 

In this presentation, I would like to share some of the learnings from leading this business transformation that all operational practitioners from heads of operations at start-ups to CxOs of Fortune 500 organizations, would find insightful, valuable and leverageable, to their worlds.

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Based on Linda’s TED talk, she will share her fast-acting, simple 3 P’s for winning ideas.  So far 2020 has made organisations all over the world transform digital processes in weeks, rather than months or years, after this initial effort many find that staff now suffer from the ‘war-room’ fatigue that psychologists refer to as the ‘regression phase’.  With the 3 P’s you will discover how to reboot your staff’s creative ambition and drive ideas through the business.  

With personal tales from shows including Dancing with the Stars, Top Gear and Blue Planet, Linda will describe the learnings and lessons from failure and success; she will take you on a journey through which patterns to break and which to invest in, what people will need from your business in a post Covid-19 world and how delicate purpose is as an agent for change.

• Learn a simple, tried and tested framework to lead innovation immediately
• Recognize the blocks to new ideas and solutions in your business
• Discover which environments foster creative excellence
• Give staff tools to reboot their thinking, believe in their ideas and get you to believe in them too
• Make your organization’s ideas, survive and thrive, in difficult times 

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Going from a handful of bots to an enterprise-wide intelligent automation strategy is no mean-feat, and the global pandemic has only fast-tracked the priority placed on process automation.

However, most organizations are still struggling to speed up and scale their RPA efforts because they’re stuck using slow, archaic, and error-prone methods – aka manual documentation - to design and communicate automated processes.

Discover what’s possible when you ditch your documents (PDDs, SDDs, etc) and embrace Digital Blueprints - a radically different (and better) way of designing and communicating processes for automation. By using Digital Blueprints, enterprise organizations can significantly accelerate RPA delivery, improve process quality, and reduce the ongoing maintenance of automated processes.

In this session you’ll learn:

• How and why documents are the biggest blindspot preventing you from scaling RPA
• What a Digital Blueprint is and how it can be used to dramatically improve andaccelerate process design from the ground up to power an enterprise-wide intelligent automation strategy
• How to quickly build Digital Blueprints using dynamic and autonomous process design (think auto-complete) and automated build capabilities, and then sync your Digital Blueprints into your RPA tool of choice for development
• Case Study: How one Fortune 500 Health Insurance organization is leveraging Digital Blueprints to successfully deliver higher-quality automations in a fraction of the time it took with documents

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Real-time feedback has the power to drive employee excellence across an organization. During this session, Patrick Law, Vice President, Client Operations for Card Services at Fiserv, will:

• Outline the unique benefits of real-time feedback
• Describe how real-time feedback helps Fiserv associates achieve excellence and deliver superior value to clients, and
• Provide recommendations to organizations that would like to implement real-time feedback programs.

In many organizations, feedback is collected and delivered infrequently. Employees typically receive formal feedback once a year, during an annual performance review. These review soften cover generalized comments on an employee’s performance but lack the constructive specificity that empowers employee growth. Moreover, many organizations administer point-in-time surveys to gather client input. The results provide vague, backward looking sentiments, often too late to act on them.

Real-time feedback offers an impactful alternative to the annual performance review and traditional client surveys. For employees, real-time feedback offers constructive, in-the-moment, micro-feedback on behaviors aligned to critical business processes. For clients, real-time feedback offers an always-on, direct voice to deliver actionable insights on services and operations. When delivered well, real-time feedback helps employees improve and deliver on key performance metrics. Fiserv has built a client-experience focused culture to deliver excellence and drive results for our clients.

Learning Outcomes: Attendees who attend this session will gain the following insights:

• Learn how to develop a productive feedback culture to drive bottom-line results
• Assess the differences between a traditional performance review and legacy client survey instruments, and real-time feedback
• Organizational benefits of a real-time feedback program
• Best practices for implementing and leading an impactful real-time feedback program
• Understand how to build digital leadership muscle across the organization 

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The UiPath vision is a robot for every person. And we’re building our product to help that vision become a reality.

• Look inside StudioX and how it helps citizen developers and power users create their own robots.
• See how Automation Hub enables teams to share robots and submit automation ideas.
• Learn how the concept of a robot for every person is helping organizations today

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Intro:

A European automotive manufacturer of compact and luxury cars with 110 billion in sales in 2017 and 230,00 employees was looking to expand globally. In 2019, the company set out to analyze and improve its core processes to increase business efficiency and drive operational excellence as it prepared for expansion. myInvenio collaborated with the car manufacturer to discover, analyze, and constantly monitor its P2P process for a final result of 672,000€ in total savings.

Key takeaways:

- Seeing a digital twin of your organization is the starting point to identifying what to transform.

- View your processes end to end to solve problems at scale.

- Review how your processes match up to your conformance expectations.

- Simulate your solution assumptions to accurately understand your expected outcomes on end to end processes and not just tasks.

- Monitoring your expectations. 

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The last decade saw data become an indispensable asset to leading firms across industries. But, despite trends in increasing data investments over the last few years, firms aren’t reaping these benefits–a mere 29 percent report that data yielded valuable, actionable insights, according to a survey by Forrester. The value of Artificial Intelligence (AI) investments hinges on the way firms analyze, understand, and implement insights generated from data and AI.

Why is it so hard for firms to connect data to action? An incomplete picture. Humans, machines, data and AI must all be connected. Implementing a network of machine-generated data from a company’s major assets combined with a system of people-based feedback is vital. Not only should both executives and workers be tuned into all the hardware of their enterprise, but insights generated from data and AI must be clearly communicated to workers on every level. 

Data and AI will not improve a company on its own. Human judgment, understanding, and intervention are critical to driving the strategic change made apparent by data and AI investments. Through the power of digital and human connectivity, organizations get the luxury of preparation--not the chaos of surprise.

• Discover why most change management efforts fail--and what you can do differently
• Learn best practices around integrating IoT sensor-generated data with people-generated insights to get a full view of your organization
• Create a “listening architecture” by capturing, integrating, routing and analyzing data from your organization’s most valuable resources to identify opportunities to enhance processes, reduce inefficiencies, and improve outcomes
• Learn why data visualization is a powerful method for stakeholder management and driving operational performance
• Diagnose how and why internal communication breakdowns occur, and develop opportunities for improvement

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The last decade saw data become an indispensable asset to leading firms across industries. But, despite trends in increasing data investments over the last few years, firms aren’t reaping these benefits–a mere 29 percent report that data yielded valuable, actionable insights, according to a survey by Forrester. The value of Artificial Intelligence (AI) investments hinges on the way firms analyze, understand, and implement insights generated from data and AI.

Why is it so hard for firms to connect data to action? An incomplete picture. Humans, machines, data and AI must all be connected. Implementing a network of machine-generated data from a company’s major assets combined with a system of people-based feedback is vital. Not only should both executives and workers be tuned into all the hardware of their enterprise, but insights generated from data and AI must be clearly communicated to workers on every level. 

Data and AI will not improve a company on its own. Human judgment, understanding, and intervention are critical to driving the strategic change made apparent by data and AI investments. Through the power of digital and human connectivity, organizations get the luxury of preparation--not the chaos of surprise.

• Discover why most change management efforts fail--and what you can do differently
• Learn best practices around integrating IoT sensor-generated data with people-generated insights to get a full view of your organization
• Create a “listening architecture” by capturing, integrating, routing and analyzing data from your organization’s most valuable resources to identify opportunities to enhance processes, reduce inefficiencies, and improve outcomes
• Learn why data visualization is a powerful method for stakeholder management and driving operational performance
• Diagnose how and why internal communication breakdowns occur, and develop opportunities for improvement

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Why do some transformations work and others don't? Experiences leveraging analytics across multiple industries to do transformation in companies.

This session will explore examples and situations where transformation has succeeded or failed with an emphasis on common themes from the speakers direct experiences. Participants will have an opportunity to hear:

• How to think about the life-cycle of a transformation program
• How to focus resources and energy on different aspects of the effort to get optimal outcomes with an emphasis on value creation and sustenance of efforts

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BPM platforms have been around for several decades now and execute important work at many organizations.  The idea that business people can encode business policies and procedures in the form of process diagrams, that can then be used to automate business processes, has led to much greater efficiency and consistency in business operations. 

As we look forward to an even more digital future, new technologies such as AI/ML, RPA, Decision Management and the Cloud are once again changing the way we approach business automation, and redefining what's possible to automate.  In this session, Red Hat's Phil Simpson will review some of these critical changes, and how they will impact the roles of developers and business people as we build the next generation of applications.

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• Integration planning - what's left after closing
• Prioritizing what matters post-integration
• Where value is created post-integration
• Key points for post-acquisition integration

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Results-oriented. Client-centric. It’s this mindset that has made St. Onge a globally-recognized supply chain strategy and logistics expert, helping companies across the United States and around the world become more profitable, agile and adaptive to the demands of an ever-evolving marketplace. Blending research, advanced modeling and design and engineering allows for optimized operations strategy and increased efficiencies. As independent supply chain engineers and advisors we uncover the best solutions and systems tailored to the unique business and logistics objectives for each client we serve. Stronger market positions, enhanced ROI with maximized profitability and efficiency end-to-end are the strategy and implementation goals of each St. Onge project.

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Across all industries and regions, the need for globalization and digital transformation is enormous and radically changing the way companies compete. This session discusses how companies can transform to stay competitive and how an Enterprise Management System can be a strategic asset for your business.

Walk away from this session with an understanding of how to be in full control of your changing organization while gaining greater visibility of operations and the transparency needed to make impactful business decisions.

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· How great cross-industry organizations design and implement world-class, sustainable iBPM programs for value creation

· Key roles and responsibilities for effective iBPM leadership in your organization

· What matters most: ideas, methods, technologies or people   

· How to successfully integrate iBPM with your continuous improvement and innovation programs

· Industry case study on leveraging iBPM to accelerate innovation for value creation

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One of the US’s largest energy companies shares what drove them to pursue Operational Excellence, and how they’re using assessment to accelerate their journey.

• Duke Energy’s journey toward Operational Excellence
• Why assessment and oversight are critical to Operational Excellence
• Critical parts of an assessment program
• Helping leaders value assessment
• Self-assessment and external perspectives

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We’ve all witnessed operational excellence programs that start strong, only to fizzle in the face of an unexpected disruption that comes either from within the organization or from the external environment.

In this engaging presentation, Greg will provide a rigorous framework and set of guiding principles, tips and do’s and don’ts for establishing an operational excellence program that will stands the test of time, even in the face of organizational change, technology disruptions and unexpected macro events. There will be time for Q&A.

• A holistic framework for Operational Excellence that comprises Mission & Vision, Goals, Balanced Scorecard
• The leadership traits required to drive a successful Operational Excellence program.
• 3 C’s of Culture that are essential to ensuring the excellence program stays around for the long term.
• Specific considering when the effort is global
• Some case studies with accompanying do’s and don'ts 

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Key takeaways:

• Learning from the Playbooks of Exceptional Coaches – what enables the extraordinary?
• Finding your own Feng shui – creating the best conditions for you
• Purposeful progress – proven habits of high performers
• The Extra Edge – what else can add advantage to attitude
• Climate control – focus first on your own factory 

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For those starting their RPA journey, this session focuses on how to set up a CoE program to govern and scale your automation initiative.  Learn some of the tips, potential challenges, and lessons learned from Finastra.  

During the session, you will learn methods to: 

• Identify the right structure for your organization
• Organize and upskill the team
• Establish your intake / assessment process
• Lessons Learned / Keys to Success 

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According to a study of a leading industry organization only 1% of organizations have their processes sufficiently under control to realize the full potential of digital solutions. Companies struggle resetting their business strategy, dealing with supply chain disruptions or managing client experience in the changed business environment.

An appropriate process management discipline addresses those challenges, fast and reliably. The presentation discusses key accelerators to establish and apply a process management discipline to achieve fast improvements at minimal risk. It shows how the time to value of process-led initiatives can be reduced effectively. The findings are illustrated through examples from insurance, health and high-tech companies.

Key topics addressed:

• Prioritizing initiatives through a strategy-based process impact assessment
• Achieving transparency over impact of digital solutions through reference models
• Evaluate the value of process improvements through simple simulation techniques
• Achieve process intelligence through pragmatic process mining
• Maintain performance through appropriate process and data governance

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Sam Covell, Chief Procurement Officer and Scott Van Valkenburgh, Global Alliances and Channels Leader at Genpact, reveal how to use best-in-class process optimization tactics to reduce maverick buying, improve right-first-time purchase orders, and make digital transformation in procurement a reality. 

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In this session, Joe Dudas, Vice Chair, Supply Chain Management, Mayo Clinic, will share insights on:

• What does it mean to innovate?
• What is Digital and why is it important?
• How does the Mayo Supply Chain intend to leverage Digital?
• Why does healthcare need a Digital Supply Chain? 

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All of your processes play a significant role in the success of your company and your customers. Processes drive engagement between you and your customers externally, and content feeds your internal processes with the necessary insight and context to make decisions.

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In many enterprises, digital transformations are starting to get board level visibility as the need to become a software innovator becomes critical to company survival and success. But how many of these transformations are on track in terms of producing the results that the business is expecting? How many of these organizations are tracking the results of these transformations, rather than just the activities, such as training and tool deployments? The fundamental problem is that the way these transformations are structured has a very different meaning to the technology side than it does to the business. Key concepts that should be shared by both sides, such as technical debt, are not part of the common language. It is these disconnects that cause large-scale transformations to fall off the rails.

In this talk, Dr. Mik Kersten will summarize his best selling book, Project to Product, by presenting the historical context of the technological revolutions and providing advice to business leaders to help organizations thrive beyond the turning point.

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Explore the decision-making process and particularly the criteria used by executive decision-makers for identifying and selecting organizational competencies when engaging in ITO for cloud-based services.

Executive decision-makers are not always able to anticipate and fully understand the implications of their ITO decisions for the long-term processes, capabilities, and performance of the organization.

Executive decision-makers face difficulties distinguishing between organizational core and noncore activities and competencies, and find it problematic to identify an outsourcing provider (vendor) with suitable resources, competencies, and capabilities as well as to establish an effective outsourcing agreement or relationship.

Although extensive research exists on ITO decision-making, there is limited research specific to ITO decisions for cloud-based services and implications for the long-term processes, capabilities, and performance of organizations.

Takeaways include:

• The selection of organizational competencies to target for ITO for cloud-based services is based on the need to fulfill application, security, regulatory, or compliance requirements; to fill a gap; and/or to increase capabilities not found within the organization.
• Organizational competencies selected to outsource to the cloud are not core to the business, and are identified through a process of either intuitively understanding the gap or using the expertise of an external vendor.
• Decision models used for selecting organizational competencies for ITO for cloud-based services include a combination of formal decision models and common sense or intuition.
• Redeploying internal resources to develop new products and services and to increase speed to market is a key outcome anticipated from ITO for cloud-based services.
• There is a need to create contingencies for cloud-based outsourcing solutions, though those contingency plans vary based on the ITO strategy. 
• Security and risk management oversight to protect sensitive data and to ensure data privacy and security when engaging in ITO using cloud-based services is important. 

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We're in the midst of a revolution in Business Process Automation (BPA). It’s becoming simpler and more cost effective than ever to model and automate business processes. RPA went from hype, to fad, to “Hyperautomation” in a few years; and BPM, once neglected, is being seen as important for end-to-end process automation.

In this environment, simple system workflows are quickly taking a back seat in the automation game – but how do you navigate the different types of Business Process Automation? This session will discuss the importance of robust process management and governance as an important automation strategy for sustainable success and achievable results.

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As companies adopt an ‘automation first’ mindset and the demand for enterprise-wide automation continues to grow, business and technology leaders grapple with how to most effectively—and efficiently—plan and organize automation approaches and deployments and scale across the enterprise. 

The good news for the enterprise is that wherever you are on your automation journey, there are footprints to follow to help leaders chart the best path from initial RPA pilot implementations to large scale, enterprise-wide deployments.

In this session, Blueprint CTO Tony Higgins will share how to rapidly and effectively scale RPA enterprise-wide to unleash the full value that process automation brings, create significant bottom-line impact, and design your business for long-term resiliency, including how to:

• Prioritize and expand your RPA to broader, more complex, end-to-end business processes
• Enable business users and developers across your organization to collaborate and manage automations from concept, to development, to implementation and maintenance
• Accelerate RPA development
• Reduce RPA maintenance costs by ensuring you build the right automation the right way the first time
• Determine and manage the impact of technology or business-level changes on RPA deployments
• Ensure the right governance for automation at scale 

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In this session, Tony will discuss the steps of a customer journey, including the key touchpoints upon which to focus.  This session will crystalize your thinking and put your customers at the center of your thinking when you design your products, service, and overall brand experience.  The outcomes of a customer-focused approach is a reduction in customer friction and the increase in brand loyalty.  This leads to repeat business, growth, and brand advocacy.

• What is the customer journey?
• Determining Your Key Touchpoints
• The benefits of the customer-centric focus
• Analyzing customer wins, pain points, and questions
• Activity:  Bringing journey and touchpoints to life 

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As we know the success rate for AI projects are very low, many use cases reach till successful PoC phase by creating ML model and desirable outcomes based on sample data; BUT moving them to production with real data starts coming from various sources ex, S3, ERP , Social media etc, and then the challenges start.

With changes in the model during training, accuracy in Inference goes down, versioning of dataset, model explain ability becomes important. This session discuss systematic approaches to take for scaling AI use cases.

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• How to break inertia by changing existing rooted perceptions?
• What is the best process to achieve on-going continues improvements?
•  How to harness the right KPIs to facilitate buy-in of people on all levels of the company?
• The importance of focusing on tangible, visible results
•  Creating a complete turnaround: from worst in class to BEST IN CLASS within few years.

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As a contract manufacturer, Jabil strives to be the most technologically-advanced and trusted manufacturing solutions provider. To be able to drive this vision, we are focusing on our processes to prioritize customer needs and expectations. During the presentation you will get more insight into:

• Jabil Who We Are
• Integrating IBPM in Our Strategy & Operating System
• IBPM Strategy and Architecture
• First 15 Months
• Overall Roadmap
• Jabil IBPM, Signavio In Use 

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Experts agree that most businesses today are facing comparable trends, which if not addressed, will negatively impact future performance and competitiveness.  According to Forbes and HBR’s recent “2020 State of Leaders” reports, how  your leaders handle these challenges will determine your organizations future growth and profitability. What are these trends and challenges?

• Driving a culture of  engagement and collective accountability linked directly to both people and  metrics performance.
• Educating and Engaging Employees on Critical Metrics
• Structuring Communication to Avoid Wasteful Time in Meetings
• Managing a multigenerational and multicultural workforce

In this highly interactive session, we will provide practical and business-focused processes that foster employee engagement and accountability. Prepare your organization for the future while taking it to the next level today.  

This session provides leaders with simple and realistic implementation techniques that create and drive sustainable improvement in the areas of communication, productivity, employee satisfaction, and bottom-line business results. 

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This session presents the foundational technologies, approaches and results from delivering a global virtual practice of medicine through:

• Cognitive Automation Based Advanced Patient, Customer and Partner Behavioral and Needs Analysis
• Diagnostic Agnostic Cognitive Automation
• A.I. Robotic Process Automation
• A.I. Radio Frequency Identification
• A.I. Machine Vision
• HIPAA Compliant Encryption
• Practice, Procedure and Diagnostic Events Standardization
• Content Digitization
• Virtualization
• Cloud and Hand Held Enablement
• Rapid Continuous Improvement
• Rapid Process and Technology Prototyping

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Klöckner is a traditional Steel trading company (more than 120 years old- now public and shares are traded at SDAX) and runs business in 13 countries in Europe and AMERCIAS with 160 branches, about 6,8 Billion € Revenue and more than 8000 employees.

The steel market is under pressure with low margins in a fractured market, depending to the health of the economy. In 2014 Kloeckner decided to transform the business and operations. The CEO posted the target of 60% digital sales until 2022. Starting with zero we have now reached 30% digital sales and transformed major parts of our value chain into digital and more efficient processes. Major points and take always:  

• Describe the digital journey with the different phases, including mistakes, traps and challenges
• Present use cases
• talk about the culture and organizational change
• the success factors of our journey
• Outlook: New business models via digitalization (Kloeckners XOM platform)

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We have more women in the workforce today than ever. There is no lack of qualified women to fill the leadership roles. Why then do we see gender inequality in leadership layers?

Institutional mindsets and structural barriers are often the impediments for growth of women in leadership. There is an immediate need to explore the inherent systemic issue that is working against the much desired presence of women in leadership. 

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3D Thinking™ nurtures the concept of going ‘inside the box’ to tackle your challenges.

3D Thinking™ generates dimensional thinking for product and services development to produce something that has value, did not exist before, or used in a new way.

3D Thinking™ will facilitate a ‘shift’ in how you think, not what you think.

3D Thinking™ uses real world examples such as: "what were you thinking when you purchased an entire railroad box car filled with spaghetti sauce?"

The problem is ‘inside the box; not outside of it. Learn new ideas that willhelp create a better value proposition and set a higher price by synthesizing new insights and wisdom.

It will address

• What do we know?
• What do they need or want?
• What will they pay for your solutions?

Your audience isn’t a monolith, so your products, services, and solutions shouldn’t be either. And with product and brand proliferation the consumer is begging for really innovative solutions to their perceived needs and problems. If you aren’t RE-INNOVATING, chances are you’ve dropped into the “price barrel” along with all the other “me too” products and services.

Conversations with plain talk for smart people will be punctuated with licensed movie and television scenes, ‘out of the box’ problems i.e.

What do you, as a college student, when you acquire a box car loaded with Chef Boyardee spaghetti sauce?

• How do you put a sign on a building when the city prohibits it?
• How do you offer the most requested incentive requested by used car salesmen, a Rolex Submariner, when Toyota doesn’t have the budget to provide them?
• And the answer to what I did, as a law student, when I aquired a box car loaded with Chef Boyardee spaghetti sauce?

These and other real-world case studies will challenge creative problem- solving skills and reveal ‘inside the box’ solutions that become evident when 3D Thinking inspires greater awareness of overlooked connections between actions and consequences.

Key Takeaways:

Attendees will leave with an enhanced skill that will help find effective solutions to their most complicated business problems.

Attendees will be shown the 3D Thinking techniques to…

• Detect new opportunities using existing resources.
• Discover your components.
• Determine applications to product, process, marketing, and management innovative problem solving.
• Develop, test and market.
• Distinguish opportunities from distractions.
• Deliver more persuasive presentations

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To remain competitive in the current business climate and ever-evolving stream of customer needs, we are being asked to do more and change faster than ever before.

Traditionally, business optimization and transformation are initiated from a business-first mindset, with senior leadership defining desired business outcomes and timelines. But, people are the ones who need to make the changes.  And people have a change saturation limit. If that limit isn’t recognized or dealt with properly, it can be crippling for the program – and for the people impacted.

Too often, change management is not even considered until business implementations show signs of serious failure. Business transformations rarely achieve their full benefit.  This is often a result of the role leaders play in the change, plus the cultural hurdles that are only considered once projects are underway.

During this session, we’ll look at:

• What it looks like when people are considered from the formative stages of transformation strategy.
• What active and visible sponsorship of change really means for organizational leaders – making them effective agents of change.
• How to effectively support your teams as a change manager.

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Ira purchases promising, lower middle market companies that have fallen into financial distress and even bankruptcy.  He has faced the challenge of re-energizing these fallen angels and how to try and re-motivate employees from the C-Suite, middle management and the the hourly, manual laborers to believe in themselves, their product and their company again.  

He has bought 11 companies and a community bank and served as Chairman of five of those companies and is on the Board of the Bank and is Chairman of the Credit and Compliance Committees, as well.

• Partnership and Commitment
• Dealing with the Past Respectfully
• Culture and Enthusiasm
• Empowerment
• Growth and Excitment 

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Mergers and acquisitions occur for any number of reasons. From the process, there is a value that is expected to be realized. The goal is to get there sooner rather than later. Often competing visions, values, emotions, etc. (a.k.a. fundamental conflicts) set the journey on a course of its own versus the course that captures the intended value and synergies in the timeline desired.

In this session, we will review the key elements that should be in the post-M&A alignment roadmap, and then we will quickly get into covering methods to bring fundamental conflicts to the surface and address them in productive ways. The three exercises to be introduced will help ensure that the leadership team has the foundation to communicate a consistent, focused direction to the teams to achieve organizational goals faster.

KEY EXPECTED TAKEAWAYS:

• Creating a post-M&A alignment roadmap, what you need to have
• Three exercises that will uncover fundamental conflicts so that they can be addressed
• Ways to address the fundamental conflicts encountered
• Lessons learned when using a roadmap to guide the journey
• How to know you are in a good place relative to aligning the organizations during the M&A process

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Urgent cost pressures, demand spikes and backlogs, strained resources, and an imperative need to protect revenue and optimize expense - these are some of the issues that a global pandemic creates. Businesses today are seeking immediate action to respond to COVID-19's impact on their operations.

Once this global crisis stabilizes, executives all over the world will be looking to bring employees back to work faster and their revenue machines up and running again, while also reshaping their businesses for long-term resiliency. Automation plays a central role in both. Join this session to hear how companies are using Robotic Process Automation (RPA) to address the issues that the global pandemic has created by:

• Driving new sources of productivity and cost savings fast
• Reskilling and upskilling employees
• Building resilience and agility in supply chains and customer experience
• Supporting a dynamic new work environment
• Enabling enterprise-wide automation

Plus, learn how to estimate the value that RPA can bring to your company enterprise wide fast. Robotic Process Automation is the fastest growing enterprise software industry for the 2nd year in a row (Gartner). And now it is set to become the #1 strategic priority for your company. It’s Time to Automate.

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On-line learning has suddenly become mission critical. One form is virtual blended learning. Virtual blended learning is the intentional integration of self-paced e-Learning, as pre-work to transfer knowledge, with virtually delivered human interaction events (classes, sessions, meetings etc.) that focus on knowledge application. Done well, virtual blended learning can be a game-changer.

• Learn to optimally integrate knowledge transfer with knowledge application.
• Learn to assess quality when classes are delivered in a blended format, virtually.
• Learn to leverage systems in order to more effectively teach, mentor and coach students.
• Understand why attention to detail is even more important where training virtually.

Join Rob Stewart, CEO of OpusWorks as he shares the 5 Keys to Success when it come to considering or deploying “Virtual Blended Learning” at your organization.  A timely 30-minute presentation that will prove to be productive, insightful and helpful.

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In the digital era, mergers and acquisitions (M&As) can be especially rife with challenges. But with a relentless focus on using enterprise architecture (EA) to catalyze acquisitions, we can mitigate the challenges. In this webinar, the presenters look at the problem of acquisitive growth and reveal how advances in EA practices not only overcome obstacles, but also enable value creation.

Toppenberg and Henningsson, coauthors of Architecting Growth in the Digital Era, take you through a few case studies of Fortune 500 companies that grew through acquisition. They look at how these organizations were able to unlock value through the lens of the M&A leader, and also from the perspective of the EA professional. You’ll discover how EA catalyzed the acquisitions these companies made.

In this presentation, you’ll:

• Discover how EA can unlock the value potential of acquisitions without inducing long-term issues that will eventually force the acquirer to undertake a major organizational restructure.
• Learn how you can use EA during the different phases of an acquisition, including how to set up the company in preparation for an acquisition to avoid problems
• Learn how to draw on EA to orchestrate the strategic transformation that acquisitions entail in a way that reduces time-to-synergies and leaves fewer remaining issues to deal with after the dust has settled.

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The events of 2020 have changed the way we live, socialise and of course work. The way we think about process excellence, digital and business transformation, along with the tools we might need is also changing.

In just 9 short months, the needs of  customers, employees and businesses changed beyond recognition. How we as individuals and organisations respond to these needs, will impact the lives of millions around the globe, never has there been
a greater need for process and operational excellence professionals to step forward and demonstrate the value they bring to their organisations. 

In order to survive and thrive as we prepare for a  “New Normal” organisations of every size, in every industry or service will need to rethink and replan what it takes to succeed. Nothing can be left to chance. Customer expectations, supply chains, production systems, back office systems, front office systems – all need to be rethought and potentially reworked, while reorganising your people. 

In this session Mark will highlight 6 aspects of change that managers in all industry sectors, need to be thinking about and planning for. 

· Reimagining measurement performance systems. 

· Reskilling for a hybrid digital workforce. 

· Rethinking management and motivation for remote workforces. 

· Maintaining a laser focus on real and unimagined journeys. 

· Data collection and management in a remote world. 

· Moving from management to leadership  

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Enterprise efforts to gain innovation advantages have had mixed results. But successes exist.

In this session:

• Understand the elements of an innovation flywheel to create momentum
• Witness and discuss a recipe for achieving the innovation promise in healthcare
• Learn from experiences and mistakes made with a ten year innovation journey at Cambia Health. 

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Identifying risk extremely early in the project business processes was the key target to develop the intelligent tender document screening approach.

Currently the systematics are used in a broader and more holistic way to enhance proposal processes and get much more speed while reducing reading time of large or many documents

• Intelligent tender document screening approach
• Most interesting use cases and benefits
• How to implement it
• Results and outcomes of different usages and scenarios 

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Flummoxed by Innovation? Join this Fireside Chat to learn why innovation mystifies so many. Dr. Karen Tilstra, Innovation Architect & Consultant, shares her original theory on how to DEMYSTIFY INNOVATION. Innovative thinking and creative problem solving is hijacked by personal ‘Deathlines’ that kill innovation.

Karen shares how to become the destroyer of your personal Deathline and transform you into a stellar problem solver and creative thinker. Participants will learn four simple yet effective ways to dismantle Deathlines.

Karen has created innovation labs and trained innovation teams in healthcare, business, education and government. Karen and her team have run over 700 innovation projects both nationally and internationally.

Dr. Tilstra believes teaching innovation and creative problem solving should always be fun, simple and practical.

Key takeaways of this session include:

• Defining Deathlines and how they destroy innovation
• Overcoming personal Deathlines
• Enacting the 4 ACE Probes that result in stellar innovative outcomes
• Fostering a culture of innovation

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