1. Determining the key processes that must be performed exceptionally well to achieve customer and financial targets;
2. Identifying the key performance indicators(KPIs) that drive process excellence and how to present KPI’s on a process dashboard for optimum effectiveness;
3. Establishing the management meeting structure needed to monitor and manage the link between strategy and operations.

Session III: Building a Strategic Focused Organization (SFO)，Developing Strategic Talent
Dr. Yong-Ling Sun, CEO, eGate Consulting
Strategy execution success does not only depend on an effective strategy management system, but also on having the right talent in the organization to carry out the enterprise’s strategy. Dr. Sun addresses the three key issues on execution – strategy, process, and people, and shares her experience working with hundreds of Chinese companies and top leaders of these organizations. She will show how the best practice companies in China handle these challenges to achieve breakthrough performance. She will focus on:

1. How to create an effective strategy management system with a clear and ongoing process in place.
2. How to invest limited resources in developing the most critical competencies to achieve strategy execution success.

Session V：Building a Globally Competitive Multinational Organization – Establishing a Strategy Management System in a SOE
Fu ShuLa, General Manager, Beijing CATIC
China National Aero-Technology Import & Export Corporation (CATIC) is a state owned conglomerate with aviation products and technology import and export as its core business. It has the mission to lead China’s aviation industry to compete globally. During the past 30 years, it has experienced enormous challenges, as well as opportunities in the global marketplace. In order to build a globally competitive multinational company, improving corporate strategy execution capability has become CATIC’s most critical management goal. CATIC’s CEO, Fu ShuLa, will share with you how they have coped with the challenges in building such a strategy management system in a SOE.

Session IV：Creating Synergies across Multi-Businesses through Alignment
Matthew Tice, Managing Director, Palladium Group - Asia Pacific
Creating Value through Alignment – effective organizational alignment, led from corporate headquarters, has proven to be a key differentiator between companies that achieve breakthrough performance from their BSC programs and those that do not. Matthew Tice will show you how to create this alignment throughout your organization by rationalizing your portfolio of business and shared service units, and determining how to create synergy across these units. “Enterprise – derived’ value is achieved when the activities of all units are integrated and aligned to support the goals of the organization.

Session VI：Global Strategic Talent Management Case Analysis – GE Finance
Martin Sutherland, Global Director, People Tree Group
BAC|Credomatic Network is a market leader in the Latin-American finance industry and a branch of GE Finance. With the company’s fast organic growth and rapid pace of external acquisitions, talent management became absolutely essential. Top management’s concerns: 1) can we identify successors for key positions, are they trained and ready, 2) how can we integrate GE global values with local business cultures, 3) how should we set up an effective talent evaluation system to analyze the talent and culture of newly acquired companies? Martin Sutherland explains how Applied People Intelligence gave BAC|Credomatic the answers they needed.