Agenda Day 2, March 21st, 2025: (see Agenda Day 1) (back to Strategy Execution Event Summary)
09.00 – Opening Remarks from the Chair
Jasper Kloos, Client Partner, Shibumi
09.00 – Establishing a Strategy Office to Facilitate Strategy Execution: Doing it the Right Way
· Centralised versus Decentralised business models
· Governance and Roles in the Business Units: Clarity on who is really executing the strategy and how we are supporting them
· Relationship between programme management offices (PMO) and larger strategic initiatives
· Lessons applied from M&A Integrations and IT PMOs
· When and how to use consultants
Abida Lalani, Director of Strategy and Transformation, Executive Board Member, Costain Group
09.40 – Building an Operational Excellence Program to Support Strategic Objectives
As part of the ongoing Fresenius Kabi company-wide transformation (Vision 2026), the challenge is to build a new Operational Excellence program to support the achievement of Technical Operations and Quality goals. This presentation discusses the creation of the functional vision, strategy, and operational plan to maximize the contribution of the manufacturing network to Fresenius Kabi strategic objectives as well as achieve a long-term best in class operational performance.
Marcelo Costa, VP, Head of Operational Excellence, Fresenius Kabi
10.20 – Building Organizational Resource Capabilities to Implement Strategies
· Allocating all kinds of resources effectively
· Testing your organizational capability: Seeking the bottlenecks in your organization where there is poor coordination
· Setting up a strategy for untapping resources that are poorly coordinated
Daniel Haußmann, VP Strategy Execution and Post Merger Integraton, MANN + HUMMEL GmbH
Dennis Pfisterer, Director Performance Office, MANN + HUMMEL GmbH
11.00 - Morning Coffee and Networking
11.30 - Global Transformation Program in the Automotive Industry: What we Learned from Tech Companies
· Why we struggled to accelerate our transformation
· What we learned from an outside-in perspective in the tech sector
· The four principles we apply to gain speed
· How our internal stakeholder respond to a new approach to transformation
Jens Erasmus, Global Dir Bus. Transformation, ZF Group
12.10 – Smart Manufacturing: Unleashing the Power of Digital Operations
· Digital Transformation Roadmap: Align digital initiatives with the overall business strategy, and develop a technological roadmap focusing on data and applications to drive transformation
· Digital Tools and Lean Principles: Combine Lean methods with digital tools to achieve operational excellence, implementing real-time transparency and predictive systems
· Digital Catalog and Factory of the Future: Standardize and scale digital solutions through a catalog, while building a solution factory for rapid prototyping, and creating a roadmap for future autonomous systems
Riccardo Picca, Senior Director of Global Digital Transformation and Operational Excellence, Thermo Fisher Scientific
12.50 – Lunch Break
13.50 - Real Life Insight:
How to Address Cultural Change
Driving Business Improvements via Behavioral Change
Laura Marsi, Global Head of Talent & Leadership, Allianz
14.30 – Culture and Communication across the Nordics, Europe and the Rest of the World
Paul Francis Walvik-Joynt, SVP Real-Time Payments, Mastercard
15.00 – STRATEGY UNLOCKED
With the increasing rate of change, the dynamics between strategy and strategy execution are changing. We explore what that means for the job of strategy and how you reconfigure to a strategy-led organization able to absorb and prosper from the unexpected.
Morten Elvang, Contributor, Thinking Twice Works
15.30 – Brief Break
15.40 - The Governance of Strategy Execution
· Where should strategy and strategy execution fit within the organization?
· Structures, accountability and KPIs that work in a complex organization
· The gap between the corporate strategy function and ‘strategy execution’
· Repositioning Strategy Execution in your organization to make it more effective
Sherene Jose, Former Head of Strategic Planning, London Stock Exchange Group
16.10 - How to Start a 100 million Project/ CBS Transformation
· Reviewing the problems with your current business model and why it cannot implement your strategy: What is missing and what are the requirements?
· When the business model must be transformed to make the strategy implementation possible
· Experiences with changing the business model (bringing your business methods in line with your actual strategy)
· Digitalisation, AI, ecosystems, remote working, centralization of functions and outsourcing
Ľuboš Práznovský, Director of Core Banking Systems and Support Applications, Tatra Banka
16.40 – Closing Remarks from the Chair and End of Forum
(see agenda Day 1) (back to Strategy Execution Event Summary)