Tuesday 27th October - Conference

11.45 Leveraging Kotter’s Model For Transformation To Promote And Accelerate Change In Behaviours

• Implementing Kotter’s 8-step change model to aid transition of change programmes
• Change doesn’t happen overnight: Making change part of your organisational culture
• Influencing behaviours: How leadership differs from management
• Why change programmes fail: Avoiding the common deployment pitfalls

Ger Jan Mensink
Programme Manager
ING Retail

11.45 Aligning The Business: Creating A Global Performance And Lean Management System

• Approaches and key learnings to enable sustainable improvement of business processes and organizational performance.
• Setting-up an Integral Performance Management approach
• Using the process management capability of Control from Nimbus to establish a pragmatic Lean Daily Management system and drive operational management alignment across key areas of the business

Nick Dieltiens
VP Lean & Continuous Improvement
Sara Lee International

11.45 Utilising Voice Of The Customer As A Base For Process Improvement

• Uncover the role of a customer advocate and find out how to use the Voice of the Customer within your organisation
• Examine ways to use customer feedback and data to help to improve internal process, whilst increasing profits
• Find out how to measure the right activities to drive process change

Liza Mazenga
Senior Manager Customer Focus
QVC Deutschland

11.45 Sustainable Lean Six Sigma Transformation Through Cordys Business Operations Platform

12.30 Talent & Competency Development: Creating A Shared Competency Centre For Operational Excellence

• Establishing a central competency centre to enhance business capability on Operational Excellence
• Making training and knowledge management an integral part of your strategic Operational Excellence Programme
• Installing sustainable foundations for BPM post programme deployment: Roles, training, methodologies & process performance management

Patsy Landsheere
Programme Manager Operational Excellence
KBC Group

12.30 From Virtual Bankruptcy To Profitability: A Turnaround Success Story From Cable & Wireless Worldwide

In this session Jonathan will outline how Cable and Wireless have successfully completed the turn-around phase of their business transformation. So just how do you approach transformation on this scale? And how do you engage the business and colleagues in a sustainable turnaround programme?

• A look into the top strategic change initiatives including operating models, business re-organisation & process transformation
• Creating a sustainable change: Creating the right balance between tactical and strategic change initiatives
• If I could do it all again: Lessons learnt and perspective from a successful business transformation programme

Jonathan Reid
Director Business Transformation
Cable & Wireless

12.30 Aligning Customer Experience Excellence With Process Excellence For A Truly Seamless Approach

• Identify opportunities to enhance and closely monitor your customers' experience whilst implementing process improvements
• Find out how adapting business processes and introducing new industry standards might also improve customer satisfaction
• Take home 5 simple things to try out within your own organisation immediately

Marc Anné
VP Customer Insights & Advocacy & Global Process Owner
Orange Business Services

12.30 What's New in Experimental Design and Why Should you Care?

The statistical design of experiments, DOE for short, is a tried and tested method for exploring your opportunity space in a way that tries to maximise learning for a given investment in resources, time and ultimately, money. DOE has a long and interesting history, and this presentation illustrates how some relatively recent approaches to design can be easily used by practitioners to make the application of DOE even more powerful and ubiquitous: JMP's Custom Designer allows you to tailor your design to the specific problem at hand, rather than obliging you to force-fit your problem onto one of a set of pre-existing designs held in a library. This new capability can maximise your return of new knowledge for a given investment, and increase the range of problems you can successfully tackle via DOE.

14.30 Natural Systems Principles For Leading Organisational Transformation

• Respond to unprecedented business circumstance by going well beyond existing practices
• Survive external turmoil and mitigate your organisation’s impact on the wider environment through continued transformation
• Discover how to use Natural Systems Principles to diagnose and modify an ongoing programme to increase engagement
• Review and learn from the improvement progress as it develops

Jane Seddon
Managing Director
PMI

Jan Gillett
Chairman
PMI

14.30 Implementing Strategic Business Excellence: Turning Global Strategy Into Successful Improvement Projects

• Forming a Business Excellence framework for operational improvements to deliver on your business strategy
• Spreading the word: Organically growing passion for and knowledge in process improvement
• Building global resource capability and information sharing programmes for Business Excellence

Roger Cliffe
Director Quality
Vodafone

14.30 Customer Care Case Study: Lean Kick-Off In Our Outsourced Customer Care Centre

• Integrating the methodology into day-to-day operations: Starting up a Lean and Kaizen programme in a customer care environment
• Improving your capability for exceptional customer care through Lean
• Fast results: What are the financial and non-financial returns to process improvement in a customer care environment?

Bert Mertens
Director Quality
Essent

14.30 Business & Operational Intelligence

15.15 It's All About The Tools? No! It's All About Your People

• Approaching change the people way: Making sure the organisation is involved from both top and bottom
• On the ground and proven strategies for engaging the hearts and minds of your business
• Playing the game from a different angle: Approaching change from the people not tools perspective

Torben Rick
Group Business Development Manager
Energi Randers Holding A/S

15.15 Setting A Target Operating Model For Business Excellence

• Implementing an operating model that provides consistent quality, efficiency and exceptional delivery to the customer
• Bringing a standard operating model from A-B through total process modelling
• How much can you standardise? Creating an operating model that is responsive to change
• Going from spot improvements to Business Excellence

Pankaj Aggarwal
SVP
LSG Lufthansa

15.15 Turning Measurement Into Sustainable Improvement

Winner Best Process Improvement Programme

• Leveraging VOC, NPS, root cause analysis and customer metrics to drive operational transformation
• Putting customer feedback first: Making the customer central to your improvement programme
• Becoming excellent: How to sustain the improvement gains

Yvonne Forsyth
Quality & Efficiency Team
National Australia Bank

15.15 Business & Operational Intelligence

16.30 Lean Workflow Management