Time: Sept 14, 2007
Venue: Grand Hyatt Hotel, Shanghai, China
Why
this Summit
This will be the single most important annual summit for strategy
management in China. It will be an auspicious occasion gathering
together the most recognized and best-known strategy management
consultants, senior business leaders from top tier Chinese enterprises,
and highly respected strategy management professors from top tier
business schools. They will share valuable thought leadership about
the management of strategy in China. Representatives from international
companies will present their cases on successful strategy execution
and share best practices. This is a significant opportunity to learn
through face-to-face communication with the experts!
The winners of first China Hall of Fame for Strategy
Focused OrganizationsTM will be announced & receive the distinguished
award from the Chairperson of the Award Committee, Dr. Yong-ling
Sun.
Featured
Speakers
| Dr. Daqing Qi, Vice Dean of
Cheung Kong Graduate School of Business (CKGSB) |
 |
Dr. Qi is currently associate dean
and professor of accounting of CKGSB. He earned his doctoral
degree from Michigan State University and taught in The Chinese
University of Hong Kong. His research interests include financial
reporting & analysis, earnings management by listed firms,
and strategy execution by Chinese companies. Dr. Qi is a member
of the American Accounting Association and serves in the board
of directors of several NASDAQ listed companies. |
| Dr. Yong-Ling Sun, CEO of
eGate Consulting |
 |
Dr. Yong-Ling Sun is one of the most recognized and best-known
strategy consultants in China. She earned an MBA from Duke University,
and later, a DBA. Dr. Sun has provided extensive consulting
and training services to more than 100 companies in China. Dr.
Sun co-authored the first bilingual book on BSC written in China
¨C Balanced Scorecard & Strategy Execution Applications in
China. She has received several awards as one of the top 10
management consultants in China, including recognition by the
China Academy of Sciences. |
| Matthew Tice, Managing Director
of Palladium Consulting Pty Ltd - Asia Pacific |
 |
As a member of the Kaplan and Norton team for ten years, Matthew
has worked with countless organizations throughout the world
to create value through rapid and effective strategy execution.
Mr. Tice is a frequent public speaker and occasionally guest
teaches strategic management modules at the University of Technology
Sydney (UTS) in their executive and mainstream MBA programs.
He is also a member of the CEO Committee of Australia. |
| Edgar G. Hotard, Chairman
of the Monitor Group (China) |
 |
Monitor is a leading global strategy-consulting firm that
also provides financial advisory service through its investment
and private equity groups. He is also a Senior Advisor to MPM
Capital, a Venture Partner with ARCH Venture Partners and Managing
General Partner of Hotard Holdings Ltd, an investment partnership.
Ed retired in 1999 as President and Chief Operating Officer
of Praxair Inc. |
| |
| 
|
| Featured
Case Studies: |
 |
Korea East-West Power Company
In just four years, Korea East-West Power (EWP) went from being
a debt-strapped, high-expense, newly privatized utility to becoming
one of Korea's shining corporate stars ¨C in everything from
innovation and efficiency to customer satisfaction. EWP has
led Korea¡¯s power generation business for the past five years.
EWP operates six |
| power plants and owns power generation equipment
with a total capacity of 9.5 million KW, which constitutes 15%
of local power generating equipment. With ~2,000 employees,
EWP had revenues in 2005 of 2,175 billion krw, and assets of
4,460 billion krw. As a result of achieving breakthrough results
via their strategy execution, EWP won the global Hall of Fame
for Strategy Execution? award at the 2006 Balanced Scorecard
Collaborative Asia Summit. |
| |
|
 |
Supor Co., Ltd.
Supor, China¡¯s market leader in the cookware industry, is the
first publicly listed company among all cookware manufacturers.
It is a high-tech enterprise in Zhejiang Province with extensive
research, production & marketing capability. As a role model
|
| in its industry, Supor was an innovative leader
through its implementation of the Balanced Scorecard as a strategy
execution system in 2004. Supor has implemented a series of
management changes in its operations and applied a total budgeting
management system. Supor has continued to grow and modernize
with increasing efficiency and profitability. |
| |
|
 |
China Resources Group
China Resources (CRC) is a diversified group company with profit
center specialization and market leadership positions in all
its core businesses and industries. CRC has more than 70 years
operating history with total fixed assets over |
| HK$135 billion. The group company first integrated
the Balanced Scorecard System with its proprietary Six Management
System (6S). CRC implemented BSC best practices within the group,
as well as multiple SBUs and functions, to create organizational
alignment and successfully manage strategy throughout the diversified
organization. China Resources Microelectronics (CR-M), a CRC
flagship company, received China¡¯s first global award for the
Balanced Scorecard Hall of Fame from Dr. Robert Kaplan at the
2006 Balanced Scorecard Asia Summit for Strategy Execution. |
| |
|
|
Interactive
Panel Discussion:
The Importance of Leadership in Strategy Execution |
 |
Tsingtao Brewery Co., Ltd.
Tsingtao Brewery is the most famous brewer in China, with more
than 40 breweries and malt plants. The company is among the
ten largest brewers in the world. In the late 1990's, Tsingtao
Brewery launched its "Great Famous Brand" campaign
and implemented a series of strategic initiatives, such as market
networking and cost reduction. The |
| company also led a wave of merger and acquisitions
in the local beverage industry. By using scientific management
methods and developing its corporate culture, the company has
successfully aligned these newly acquired brewers to its strategy.
|
| |
|
 |
China National Aero-Technology Import & Export Corporation
(CATIC)
CATIC Shenzhen Company is a strategic holding company, including
hi-tech manufacturing, real estate, hotel, foreign trade, retail
and financial services. The group has more than twenty enterprises,
including four Chjna and overseas publicly listed companies
[CATIC Industry, Shenzhen Tianma, FIYTA, Shenzhen Nanguang]
and many |
| other well known enterprises such as Shennan Circuit,
Shenzhen Rainbow Department Store, CATIC Estate, CATIC Trade,
CATIC Property, Grand Skylight Hotel, Shanghai Hotel, Jiangnan
Credit Securities and Jiangnan Stock. |
 |
XinAo Group
XinAo Group was formed in 1989. The company has rapidly evolved
into a multi-enterprise conglomerate engaged in the field of
clean energy development and distribution. Its core business
areas cover an integrated value chain, spanning energy production,
energy transformation, energy distribution, manufacture of |
| equipment, energy related chemicals and bio-chemicals,
and real estate. At the end of 2006, the group had more than
20,000 employees, with total assets greater than $23b USD and
turnover of $1.16b. Group operations include more than 100 subsidiaries
and offices and 60+ cities in China, plus USA, UK and Australia. |
 |
China Unionpay
China Unionpay is the only domestic player in China¡¯s bank card
payment industry. The company provides the infrastructure in
China for transaction services involving credit and debit cards,
ATM machines, and point of sale. By adopting advanced technological
tools as well as modern enterprise management mechanism, China
|
| Unionpay runs a national bankcard information
switch network so as to achieve interoperability of bankcards
nationwide and further the development of China¡¯s bankcard industry.
China Unionpay has the vision of ¡°touring China and the world
with a single card¡±. |
Summit Agenda
8:00-9:00
|
Reception & Registration
|
| 9:00-9:10 |
Welcome & Opening Address
Dr. Irv Beiman, Chairman of eGate Consulting (China
Affiliate of Palladium & Balanced Scorecard Collaborative
)
|
| 9:15-9:45 |
Keynote Address: Improve Strategy and Performance to
Compete in the Global Marketplace
Dr. Daqing Qi, Vice Dean of Cheung Kong Graduate School
of Business (CKGSB)
Top tier Chinese organizations are having mixed success
in their attempts to expand globally. Dr. Qi will identify
evolutionary trends in China business. He will explore
how to improve the competitiveness of Chinese companies
in the global marketplace.
|
| 9:45-10:30 |
Session I: The New Management Science of Strategy Execution
in China
Dr. Yongling Sun, CEO of eGate Consulting
A recent survey of more than 100 enterprises indicates
that strategy execution is the most important issue
for executives in China. Only 17% reported having a
clear, repeated and ongoing strategy management process,
which proved to be an essential requirement for strategic
success. Dr. Sun will deliver a summary of her practical
learning derived from ten years of experience with Balanced
Scorecard in China. Learn how organizations in China
can adopt BSC strategic management processes and SFO
principles to successfully manage their strategy.
|
| 10:30-10:45 |
Refreshment Break
|
| 10:45-11:30 |
Session II: Using Balanced Scorecard to Drive Growth
through Innovation
Matthew Tice, Managing Director Palladium & Balanced
Scorecard Collaborative Asia Pacific
To create successful innovation, it must be described,
measured and managed in a strategically actionable manner.
In this session, you will learn how to define your innovation
strategy and cascade it throughout your organization.
You will gain an understanding of how to create an Innovation
Scorecard, as well as measure, monitor and manage your
innovation strategy to achieve outstanding business
performance.
|
| 11:30-12:00 |
Session III: Establishing Market Leadership as a Strategy
Focused Organization
Kim Yeong Sang, Management Planning Manager, Korea East-West
Power
How to align organizational resources around corporate
strategy is a challenge that puzzles many enterprises.
Hear the Korean Hall of Fame award winner, Korea East-West
Power, describe how they established market leadership
by applying the principles of Strategy Focused Organizations.
Learn how they used balanced scorecard tools to effectively
align their organization and focus their staff on the
critical ingredients for success in a challenging and
competitive market.
|
| 12:00-13:00 |
Networking Lunch
|
| 13:00-13:45 |
Session IV: Expert Panel Discussion ¨C The Importance
of Leadership in Strategy Execution
China Hall of Fame Award Committee Members & Representatives
of Everbright Bank, Tsingtao Brewery, China Union, CATIC
Group
Moderator: Dr. Yongling Sun, CEO of eGate Consulting
Leadership is the key ingredient for successful strategy
implementation. How can you choose from the hundreds
of leadership theories and models that are promoted
in China? How can you inspire your organization to improve
performance through leadership? Hear practical examples
from executives who have faced tremendous leadership
challenges and have managed them successfully. Gain
valuable insights from Dr. Yongling Sun¡¯s observations
about these cases to better understand when to lead
and when to manage.
|
| 13:45-14:00 |
Award Presentation: 2007 China Hall of Fame for Strategy
Focused OrganizationsTM
Matthew Tice, Managing Director Palladium & Balanced
Scorecard Collaborative Asia Pacific
Dr. Yong-Ling Sun, CEO of eGate Consulting, Palladium¡¯s
China Affiliate
The China Hall of Fame award will be given to candidate
organizations in China that have effectively used the
Balanced Scorecard principles, tools and processes to
successfully execute their strategies and achieve breakthrough
results.
|
| 14:00-14:30 |
Session V: Establishing Excellence of Strategic Management
Feng-He Wang, Vice President of Supor Co., Ltd.
Supor, the China market leader in the cookware industry,
implemented BSC in 2004. Supor has established a clear
strategy management process after BSC implementation
that includes planning, execution and evaluation. Learn
how Supor used the balanced scorecard tools to establish
a scientific strategy management system and achieve
outstanding long term strategic success.
|
| 14:30-15:00 |
Session VI: The Importance of Strategy Formulation in
Achieving Success
Edgar G. Hotard, Chairman of the Monitor Group (China)
How do leading international companies develop successful
strategies for the Chinese economic context? What concepts
and processes do they use to formulate strategy? How
is it translated into action to achieve success? Hear
Ed Hotard describe international cases from top tier
organizations. Compare this to your organization to
identify strengths and areas for improvement within
your own company so you can be more globally competitive.
|
| 15:00-15:15 |
Refreshment Break
|
| 15:15-15:45 |
Session VII: Strategic Management in Diversified Group
Companies
Derek Cheng, Vice GM of Finance Division & GM of
Information Center, CRC Group
China Resources is a diversified group company with
profit center specialization and market leadership positions
in all of its core businesses & industries. Learn
how CRC group integrated the balanced scorecard system
with its 6S management system. CRC implemented BSC best
practices within the group, as well as multiple SBUs
and functions, to create organizational alignment and
successfully manage strategy throughout the diversified
organization.
|
| 15:45-16:45 |
Session VIII: Award Winners Panel Discussion
China Hall of Fame Award Winners
Moderator: Dr. Yongling Sun, CEO of eGate Consulting
Award Winners Share their Experience and Learning
2007 China Hall of Fame for Strategy Focused Organizations
award winners will share their experience of using strategy
execution methods and tools to achieve breakthrough
results. They will briefly explain their key challenges
and how they managed them successfully. You will have
an opportunity to ask questions and learn from their
informative answers.
|
| 16:45-17:00 |
Summit Summary
Dr. Irv Beiman, Chairman of eGate Consulting (China
Affiliate of Palladium & Balanced Scorecard Collaborative
)
|
| 17:00-17:30 |
Press
Briefing |
|
| |
|
|
Who should attend?
A strategic learning opportunity for CEOs, CFOs, and executives
or directors of strategic planning, human resources, sales and marketing
|
