Vigor Events & Al Gas Events in cooperation with Palladium Group organized a one-day seminar in Kuwait on the 19th of May 2013 for Dr. David Norton the famous strategy guru who has worked with hundreds of organizations around the globe in the continued development of the six-stage Execution Premium Process™ (XPP) strategy execution framework, which, with the Balanced Scorecard as a core tool, are both a system and a feedback mechanism to enable executive teams to navigate strategically through the business environment. The adoption of the XPP ensures that an organization’s leadership is capable of preserving at all times the focus and the strategic initiatives that secure the organization’s future….. click here to read more

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Dr David Norton has worked with hundreds of organizations around the globe in the continued development of the six-stage Execution Premium Process™ (XPP) strategy execution framework, which, with the Balanced Scorecard as a core tool, is both a system and a feedback mechanism to enable executive teams to navigate strategically through the business environment.

The adoption of the XPP ensures that an organization’s leadership is capable of preserving at all times the focus and the strategic initiatives that secure the organization’s future.

During this seminar Dr. Norton will also present his latest thinking on the development of the XPP framework and will focus specifically on organizational alignment.

He will discuss both the process approaches of achieving an organization which is fully-aligned to the strategy, as well as the infrastructure approaches necessary to execute strategy, such as Theme Teams and the evolving role of the Office of Strategy Management (OSM).

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david_norton_vigoreventsDrs. Robert S. Kaplan and David P. Norton, Palladium founders and creators of the Balanced Scorecard, strategy map, and The Execution Premium Process – Kaplan-Norton strategy management system

David P. Norton, Founder and Director, Palladium Group, Inc, is the world’s leading authority on strategic performance management. He is a co-founder and director of several professional services firms, such as Palladium Group, Balanced Scorecard Collaborative, and Renaissance Worldwide.

A frequent lecturer and writer around the world, Norton’s work on strategy management has been the subject of many books, articles, executive conferences, training seminars, and other programs.

Norton is co-author, most recently, of The Execution Premium: Linking Strategy to Operations for Competitive Advantage (Boston: Harvard Business Press, 2008).

 

Norton’s books have been translated into 23 languages. The Balanced Scorecard concept was selected by the editors of Harvard Business Review as one of the most influential management ideas of the past 75 years. Along with Kaplan, Norton was voted as one of the world’s 12 most influential thinkers by Sun Top Media’s “Thinkers 50” in 2008.

Norton was awarded the “Champion of Workplace Learning and Performance Award” by the American Society for Training and Development. Norton earned a B.S. in electrical engineering from Worcester Polytechnic Institute, an M.S. in operations research from the Florida Institute of Technology, an MBA from Florida State University, and his doctorate in business administration from Harvard Business School.

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Key Learnings

  1. What is the role of leadership in defining strategy and after that reinforcing and actively supporting the execution effort.
  2. How to manage the process of change inherent in strategy execution.
  3. How to maintain the long-term view while looking for attainable successes.
  4. How to define strategic change agenda.
  5. How to communicate the need for change and mobilize the workforce through efficient tools and techniques.
  6. How to align Executive Team Behavior with the Strategy.
  7. What is the importance of the Execution Premium Process™ as an integrated strategy execution framework in order to maintain strategic focus and achieve results.
  8. How different tools, such as strategy maps and the Balanced
  9. Scorecard Methodology fit into the larger framework of the six stages of the strategy execution process.
  10. How to create the necessary processes and internal mechanisms that ensure the strategy is carried out and results are achieved.
  11. How to achieve vertical and horizontal alignment.
  12. How to ensure that your financial and operational plans are synchronized to the strategy.
  13. What is the Role of the Office of Strategy.
  14. Management in driving execution forward: who should be part of the OSM, roles and responsibilities throughout the six stages of the XPP™.

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  1. Clarify strategy by establishing their vision and mission, articulating how the organization will differentiate itself from competitors and create new value for stakeholders, mapping the cause-and-effect linkages behind the strategy, and using tools to report progress on their strategy execution.
  2. Drive performance by managing strategic initiatives; linking the strategy to operational planning, budgeting, and forecasting processes; strengthening financial consolidation processes; reporting performance results; and allocating resources dynamically.
  3. Optimize data by leveraging business intelligence and analytical tools and technology to gather the right data; drawing the most valuable insights from it; and making timely, well-informed business decisions.

 

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KUWAIT

 

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DOHA


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