Harnessing the power of technology and data-driven insights to identify, assess, and mitigate risks during transformation journeys.

Sherah Spark

Head of Legal, Risk and Compliance
CheckAlt

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As more organizations looking to transform their business model and processes, many transformation leaders are tasked to launch and implement transformation from scratch. This panel will bring experienced speaker to share key success factors for getting things right at the beginning.

·       What are the key building blocks when designing your Target Operating Model? 

·       Building a transformation mindset in the organization

·       Leveraging multiple capabilities such as process management, automation and continuous improvement: how can you layer them correctly to drive the best outcome?

·       Building transformation teams: what are the pros and cons for hiring internally vs externally

Stephanie Licht

Director of Enterprise Business Process Management & Automation
Bremer Bank

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Maureen Terralheiro

Vice President, Back Office Operations
A. Farber & Partners

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Although agile methods are widely adopted and used by engineering teams, transformation leaders often find it harder to drive agile transformation within our own support and business services staff. This case study will showcase how Kristin and her team have transitioned the non-engineering teams through their phased approach and effective change management:

·       Driving the methods such as Kanban and JIRA within the business services teams

·       Sharing the experiences from the transformation journey over the past couple of years: What have been the success factors? What lessons have we learned?

·       Living and breathing the agile methodologies as a key part of employee culture and engagement development

Kristin Saunders

SVP, Tech Business Service Director – Technology for the COO
Wells Fargo

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With over 200 operating locations and over 689,0000 personnel, Innovative ideas are plentiful across the Air and Space Forces. However, regulation-induced restrictions, green-shade scrutiny-based doubt, walls of cognitive bias and more combine to ensure that adopting innovation ideas and scaling them is a major challenge. This session will share challenges and enterprise mitigation methods, as well as mechanisms for managing the system to deploy and scale the best ideas.

·       Changing our mindset from continuous improvement to enterprise performance management and enhancement

·       Building out methodologies of how to take innovation ideas and deploy them so that they are applicable across over 200 operating locations

·       Implementing a venture capital mechanism to build out decision tollgates for business cases and reduce risk in the process

·       Culture eats strategy for breakfast: investing in the innovation culture by integrating the right type of innovation and building a mechanism for culture change

Joe Crady

Chief of Training for Improvement and Innovation
US Air Force

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At UL, Gabriel Lead the global Operational Innovation team focusing on leveraging advanced technologies to enhance core business operations while building the foundations for long term digital business model innovation. Join this session to hear some of the key applications they have developed, including:

·       Rethinking the business model by applying digital innovations such as applied modelling, artificial Intelligence, machine learning, data science, simulation, robotics, and intelligent automations

·       What does this mean for the future workforce?

·       Partnering with the other functions to develop connected systems and apply processes in a more automated way

·       Why are companies that start with technology missing the point? 

Gabriel Millien

Former Global Director, Operational Innovation & Digital Transformation
UL

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Shortly after spinning off from Eli Lilly, Elanco Animal Health acquired Bayer Animal Health in 2020. Whilst standing up their own backbone with an ERP system overhaul, they have also taken on an ambitious process transformation journey. 

·       Approaching the unique challenges of Elanco process transformation amidst constant business change

·       Why does throwing people and tools at problems not work? 

·       How starting with process can deliver the right solutions that consider data & automation opportunities

·       Engaging the right stakeholders to enable sustainable solutions

Tracey Ward

Global Head, Enterprise Process Transformation
Elanco Animal Health

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Many transformation efforts fall short when they lack critical roles in driving and managing different parts of the transformation processes. This practical talk will dive deep into the 14 critical roles you need to create a strong foundation for your transformation.

·       What are the 14 critical roles for transformation and how to identify them?

·       Why are these 14 roles critical to your enterprise transformation?

·       How to prepare your team to perform that role while you work towards identifying and upskilling the resource that will eventually take over

Jennifer Bryk

Vice President Enterprise Business Transformation
Centene

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It all starts with an infuriating question: why would well-defined processes not always lead to optimization? A question many transformation leaders have come across and one where the answer often leads to an examination of deeper root causes and inefficiencies. Join this panel to hear how experienced leaders identify and overcome these challenges:

·       Identifying the common challenges of improved processes not leading to better customer experience or business outcome: what went wrong? 

·       Improving and redesigning your process from a customer perspective

·       A process design perspective: is this even the right problem to focusing on?

·       What are the new concepts for process reimagination in product vs platform-based companies? 

Jack Kahler

Executive Director, Global Business Transformation
Ingram Micro

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·       A systematic approach for identifying the greatest improvement opportunities to drive operational excellence in business operations

·       Coupling technologies with OPEX initiatives to make operations more intelligent and drive down complexities

·       Creating a connected system and data warehouse for real-time efficiency and intelligence

·       Drilling in and sharpening the culture to sustain and scale improvements and intelligent operations

Laxmikant Pukale

Director Intelligent Automation
Mutual of Omaha

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·       What does agile practice actually mean?

·       Building a tailored agile transformation playbook to suit your transformation reality

·       Driving true customer centricity through agile transformation

·       Sharing the Land O’Lakes’ Agile transformation journey: tools, techniques and lessons learned

Ananth Krishnan

Director - Tech To Value
Land O’Lakes

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Since 2017, The Radial Continuous Improvement (CI) program has grown into the culture’s DNA. Their ability to drive deep company-wide cultural change has won them the Best Operational Excellence Transformation Program over 2 Years at the Global OPEX Awards. This case study will provide a deep dive into their award-winning journey and share ground-breaking new initiatives currently ongoing within the organization.

·       Why do people overlook change management and what are the implications when that’s not done properly?

·       Sharing the Radial change management approach to build a model of how we should operate across the entire organization

·       An exciting new approach: how have we gamified our change management initiatives to make them fun for the teams?

·       Sharing the gamification results after one year of implementation 

Bo Jessop

Director of Continuous Improvement
Radial

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Join this exclusive think-tank session designed to deep-dive into the fundamental challenges for strategic business DNA transformation. The session will explore some of the fundamental flaws on common transformation programs and share conclusions on how to identify the key strategies necessary to drive successful enterprise-wide transformation:

·       Transforming business DNA towards the new reality: starting by dissecting key leadership challenges

·       How can we practically address these challenges? Delivering the verified integrated redesign of our organizations

·       How can we sustain the gains? Finding a different way to implement successful continuous improvement type programs

·       Why is human resources development a key element in successful strategic transformation?

Cristian Matei

CEO
Advanced Thinking

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Renata Moldovan

Head of Human Capital Development
Advanced Thinking

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Defining problems in the traditional way often leads to obvious, conventional solutions. Problem solving with human-centered design framework allows us to see a problem from the eyes of customer and feel same pain what they may be going through. This allows us to design solutions that delight customers. It places the needs and preferences of the users at the forefront and encourages a collaborative and iterative process.

Design thinking emphasizes collaboration, and a willingness to embrace ambiguity. This approach drives innovation by keeping the user at the center of the problem-solving process and by fostering continuous improvement through iteration. We will discuss:

·       Compare and contrast Lean, Six Sigma, Agile and Design Thinking frameworks.

·       Combining Lean, Six Sigma, Agile and Design thinking to develop an innovation framework to drive breakthrough improvement using disruptive thinking.

·       Showcasing case studies where EDIPT framework can be leveraged to improve process, product/service and business model and strategy design.

Mukesh Agrawal

Transformation and Innovation Executive
GE

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Many companies are implementing agile at a project or technical level, developing an agile mindset at the strategic level require a very different approach. Drawing insights from his extensive experiences, Sameer will lead an interactive and engaging session on how to drive Agile at the strategic level and provide interesting insights on how to guide individuals with Lean and Six Sigma skills to get them onboard.

·       Implementing agile at the strategy level by leveraging Strategy Portfolio Management

·       Building agile leadership capabilities to facilitate a mindset shift

·       Fostering a culture of continuous learning and innovation

·       Integrating Lean Six Sigma principles and those with the right skillsets to drive the transformation together

Sameer Anand

Director, Enterprise Business Agility Transformation
BAE Systems

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Your personal brand journey involves a deliberate and ongoing process of self-discovery and strategic communication. It is a powerful enabler for building your leadership capabilities. Join this practical session to discover how to navigate your personal brand journey:

• Understand what a personal brand is and key steps towards developing a personal brand
• Define your "why” to give a deeper sense of meaning to your personal brand and allows others to connect with your motivations.
• Craft your message and communicate your unique value proposition, and showcase your "what" and "why"
• Deliver your message consistently: Ensure that your communication style, both verbal and written, aligns with your personal brand
• Seek feedback and adapt your personal brand
• Learn about specific tools and resources to assist your personal branding journey such as the Pearson-Marr Archetype Indicator (PMAI)

Jacques McGregor

Vice President, Digital Transformation
Marathon Petroleum Corporation

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