strategic business & financial planning

8/14/2019 Strategic Business & Financial Planning

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Why you should attend?

Recent world events have challenged us to prepare to manage previously unthinkable situations thatmay threaten an organisations future. This new challenge goes beyond the mere emergency responseplan or disaster management activities that we previously employed. It is no longer enough to draft a re-sponse plan that anticipates naturally, accidentally, or intentionally caused disaster or emergency scenarios.Todays threats require the creation of an on-going, interactive process that serves to assure the

continuation of an organizations core activities before, during, and most importantly, after a major crisis event.

The Malaysian economy is relatively young in comparison to those of developed nations. Hence it would be aminor setback every time a business is damaged due to the lack of planning. Unplanned events can have dev-astating impact on any business and if the situation continues to stretch longer this would certainly leads togreater loss for the organisation. However with a proper business and nancial analysis, each organization couldtake a step to minimize the potential impact of a disaster and ideally prevent it happening in the rst place.

As you progress through a rich learning experience that incorporates case studies, and groupdiscussions, you will discover how to link strategy to scorecards, systems, structure, and governance,and in turn, create essential business process management and control systems for your organization.

Managing the business change in an age of uncertainty Assigning the right resources and capabilities to your business

plan Developing a tactical strategy to achieve superior performance Managing for the future by managing for emergent possibilities Spotting areas where nancial performance can be improved

immediately Obtaining a crystal clear picture of where your department,

division or organization stands nancially Gaining support for your ideas and projects by presenting them

in bottom-line terms

8 Key Benefts

Directors Risk Management Directors Operations Strategic decision-makers Finance Ofcer Business Process Improvement Key business unit managers Strategic Planning Business Operations Business Development

Who should Attend

an evolution mind power masterclass

Not all organizations adapt

equally well to the environmentwithin which they grow.

Many, like the dinosaur of great size but little brain,

remain unchanged in a changing world

Strategic Business & Financial Planning

16 - 18 June 2009The Prince Hotel, Kuala Lumpur

Tools and methodologies that participants will receive

8 step scenario planning process 20 Forecasts for 2010 and beyond The Building Blocks of Scenario Planning Checklist for a successful Scenario Planning Process Designing postcards from the future for envisioning scenarios Early Warning System - Framework for Environmental Scanning

Questionnaire for pre-workshop planning Reference Library on Scenario Planning System of three levels of identifying the key environmental uncertainties Voting mechanism for prioritising the key drivers of change.


2/8an evolution mind power masterclass

Strategic tools for mitigating risk: envisioning new possibilities for managingchange, uncertainty and opportunityMore than ever, business initiatives today have to be designed and delivered in anenvironment of change, uncertainty and opportunity. What are needed are fresh approaches tostimulate out of the box thinking, exploit valuable concepts, and overcome outdated thinking.In essence, scenario planning is the art of thinking the unthinkable. What could bite us? Are wemissing the bigger opportunity? A good scenario describes what its like to deal with driving forces, andcall upon the organisation to dig deeper, work with scarce resources, make difcult decisions, and takeaction despite risks. The prospect is for better strategic decisions, more innovation, and industry leadership.This one-day Scenario Planning Programme opens up a range of new possibilities for you and your organisation.

For executives and managers, scenario thinking is a valuable aid to build support for new strategic initiatives.Scenarios help communicate with peers and with top management and the Board as to how the risks anduncertainties play out, and can be dealt with.By joining in this Workshop, you can benet in the following ways: Master scenario planning to develop strategies that create new opportunities and mitigate the risks Learn how organisations in a wide range of industries make better business and investment decisions

in times of uncertainty Strengthen your organisational risk management process and change capacity Enhance your own teams ability to respond to disruptive change, and develop real options for tomorows

growth.

How you can beneft

Within the management team, scenarios foster openness to new ideas and different perspectives,and can help re-shape core planning assumptions before they become outdated or just plain wrong.Key success factors are uncovered, leading to an enhanced ability to manage strategic change.This programme is a cost-effective way of enabling you to assess the potentialbenets of scenario planning. For organizations that are planning to initiate a full scenarioplanning project, the programme can prepare executives and managers to lead the project andallow them to appoint team members, external experts and facilitators on an informed basis.For organizations that have already established scenarios teams, the programme is a meansof bringing new members of the team up to speed within a very short period of time.

How your organisation can beneft

C-Level executives, general managers, senior analysts and strategists working in governmentplanning agencies, energy and power, oil and gas, science and technology, manufacturing, infocomms,mining, new product development and infrastructure projects;

Business unit and functional managers looking to plan new initiatives; Corporate nance professionals and senior analysts responsible for business analysis and planning.

Who should attend?

Scenario PlanningThe tools for Mitigating Risk in an Age of Uncertainty

16 June -17 June 2009The Prince Hotel, Kuala Lumpur





Day 1Session 1

Understanding Scenario Planning and its benefts Overview of Scenario Planning:What is it? Why is it used? How Scenario Planning makes a difference Where Scenario Planning used is used strategic planning, enterprise risk management, business continuity planning, new

product and service development, organisation development, major projects, capital investments, M&A Practical insights from the history of Scenario Planning General Electric Case Study on applying scenario planning in business strategySession 2Mastering the logic of Scenario Planning - how the process works in practice How do we identify the key issues for the future, and what effect will they have on your organisation? Comparing the differences between forecasting and scenario planning Why do organizations struggle to anticipate and respond to disruptive change?

Using scenarios to overcome the blockers to effective decision making The major phases of a scenario planning initiative Royal Dutch Shell Case Study on applying the concepts Discussion on Case StudySession 3The foundation building blocks of scenarios Deciding on the major focal issue which the Scenarios must address Identifying the key Frames of Reference - how we look at the world What are the most useful Frames of Reference for scenario thinking? Uncovering the implicit assumptions that underpin, business objectives, strategies and plans Exploring conicts and dilemmas which reveal how the future might play out in a different direction; overload explanations

of social and business change; disruptive technological and business innovations Case Study on IBM and the PC market Breakout session on scenario building blocks Discussion from breakout sessionSession 4Identifying the key drivers of change to populate the scenarios Distinguishing between the pre-determined elements and the critical uncertainties Identifying expected trends which are unlikely to vary signicantly in any of the scenarios Identifying which issues are most uncertain, and are likely to dene the future scenario possibilities Checklists of drivers: social, technological, economic and nancial, market, environmental, regulatory, political, competitive,

and organisational Using voting mechanisms to identify the most important and the most uncertain drivers of changeSession 5Building the scenarios crafting compelling scenarios

Generating the scenario logics using deductive, inductive, normative and incremental methods Identifying the wild card scenarios Survey of story templates to design scenarios Composing your Scenario narratives; distinguishing the realistic from the impossible Describing the scenario dynamics Case Studies in scenario narrativesSession 6Break-out session - Postcards from the Future - You receive a postcard dated from a distant time in the future Explain what this is all about: Why did this happen? What were the conditions that led to this outcome? How are the stakeholders in your industry affected? What does this mean for your organisations customers and markets? Are there other implications for your organisation?

Session 7Plenary session the keys to crafting scenarios that are plausible yet surprising Summary of the key factors for conducting reconnaissance into the future - scenario thinking and scenario production Building an anticipatory mindset and culture Discussion and wrap-up





Day 2Session 1

Translating scenarios into strategic advantage - using the scenarios to develop robust business and organiza-tional strategies Strategy as active waiting Exploring the implications of the scenarios Checklist of key questions to analyse scenarios Identifying early-warning indicators for future trackingSession 2From scenarios to strategy - designing the portfolio of initiatives to deal with the range of scenarios What is the potential scope of initiatives to consider? The role of nancial capital versus organisational capital in strategic initiatives Designing initiatives to increase speed and exibility, launch new products and processes, enter new markets, as well as

corporate-wide efforts to improve governance, risk management, innovation and business development Value creation in unpredictable markets - big bets versus real options versus no regrets moves

Managing the opportunity portfolio: timing initiatives over different time frames (short term, medium term and long term)Session 3Case Study: Using scenarios to anticipate the future pandemic risk environment and designing a response strat-egy to tackle the full menu of uncertainties Identifying the driving forces shaping the disruption, and uncovering the risks and uncertainties impacting the success in

dealing with a pandemic Developing and exploring pandemic scenarios Formulating the portfolio of initiatives for effective pandemic emergency response using these scenarios Breakout session on using scenarios Discussion from breakout sessionSession 4Advanced material on Scenario Planning

What issues are emerging in areas such as economics and nance, science and philosophy, the environment, politics, andsociety that will change the shape of our world?

What can we do to ensure we are prepared to meet these challenges? Developing organisational mechanisms to deal with disruptive change Shaping the wider policy agenda Case Studies: companies that stumble in the face of disruptive change versus companies that succeed General Motors,

Kodak, and MicrosoftSession 5Designing a successful Scenario Planning Project Building the commitment and support of management by involving them in the scenario process Building blocks, activities and schedule preparation, workshops, scenario production and application, outcomes Preparing the groundwork including interviews with key participants both internal and external to the organization, and

information gathering Drafting the Pre-Workshop Questionnaire for Planning Scenarios key questions to ask stakeholders Achieving the right balance between process and content Key deliverables from each phase of the Scenario ProjectSession 6Breakout session - Planning your own Scenario Planning Project for your organisation Identifying the focal issue and deliverables for the project Involving management at key steps in the process Adapting the scenario approach to suit your organisations culture and mind-set; selecting the right participants Planning the logistics invitations, venue, timing Action Plan moving forward Teams report backSession 7

Plenary session and Wrap-up key factors for successful Scenario Planning Shifting mindsets from predict, plan, and control to observe, anticipate and respond Summary of insights on building and using scenarios Keys to securing top management support and buy-in Building your leadership capacity in an unpredictable world.


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List of organisations which have participated in Jay Hortons scenario planningworkshops

Asia Pacic Breweries (S) Pte LtdAXA Asia-Pacic, MelbourneBanpu Public Co Ltd, ThailandBayer Materials Science, Hong KongBHP Billiton, SingaporeCLP Power Ltd, Hong KongEnergy Market Authority, SingaporeGovernment of Brunei

Great Eastern Life Assurance Co LtdJTC Corporation, SingaporeKeppel Land International Limited, SingaporeMaxis Mobile Sdn Bhd, MalaysiaMinistry Of Manpower, SingaporeMMC Corporation, MalaysiaMount Alvernia Hospital, SingaporeMTR Corporation, Hong KongPetronas Dagangan Berhad, MalaysiaPzer Global Pharmaceuticals, ThailandPrime Minister's Ofce, Singapore

Roche Pharmaceuticals, Hong KongSecurities and Exchange Commission, ThailandSingTel Ltd, SingaporeST Engineering, SingaporeTelstra Corporation, SydneyUBS Asia, Hong Kong

Volkswagen Group, Singapore.

Scenarios deal with two worlds: the world of facts and the worlds of perceptions. Their purpose is togather and transform information of potential strategic signicance into fresh perceptions within, thenlead to strategic insights that were previously beyond the mind's reach- Pierre Wack, Head of strategic planning at the Royal Dutch/Shell Group of Companies in the 1960sand 1970s.

If one does not know to which port one is sailing, no wind is favorable.- Seneca, Roman philosopher, 3 BC-65 AD

The future is already here - it's just unevenly distributed.- William Gibson, author and futurist

Any useful statement about the future should at rst seem ridiculous.- Jim Dator, American futurist

Quotes about the future


7/8

18th June

CONFERENCE TOPICS

8.30 am Registration8.45 am Opening

Never again be intimidated by reports full of numbers Scan any nancial statement and zero in on the most valuable information Use business analysis techniques to determine the nancial feasibility or success of any business

situation Spot indicators of nancial distress and understand your options for overcoming it Use break-even analysis and other powerful analysis tools to make better decisionsTBA

10.00 10.15 am Coffee Break10.15 11.15 am

Business Continuity Management Key Risk Mitigation Strategy and IndustryBest Practices Further strengthening the relations between business continuity and operational risk functions Risk assessment and identication of organizational structures, opportunities for mutual initiatives and

other topics. The potential regional threats and impact to businesses Identifying risk mitigation strategies and the implementation issues Minimum standards and industry best practices

Gunawan HusinHead of Business Continuity Management (Global Banking & Markets, Southeast Asia)The Royal Bank of Scotland

11.15 12.15 am

Business Analysis and Appraisal of Strategic Direction Examine components involved through comprehensive business evaluation Distinguishing the key drivers in an organization both external & internal Understand the effects on the business cycles Evaluating the value gaps and nancial analysis

Leong Sze HianPresidentThe Society of Financial Service Professionals





8/8

12.15 1.15pm

Pandemic Planning Strategic Approach for Business Operations Understand the potentially wide spread and signicant impacts to business strategies The threat against the supply chain sector and the availability of commodities The potential impacts of a direct pandemic event on the organization, customers, and supply chain.TBA

1.15 2.15 pm Lunch Break

Being Global, what it takes Successfully realigning of the companys portfolio Ensuring robust nancial heal Weathering turbulent economic times Innovation and global alliances

Anne Abraham*Country ManagerCisco Malaysia

2.15 3.15

Gearing your organization is as important as what you change The importance of appropriate engagement in these uncertain times The imperative to act and act quickly The need to resist being rushed The signicance of data rather than hunches

Tengku Zafrul Tengku Abdul AzizGroup DirectorKN Kenanga Holdings Bhd

3.15 3.30 Coffee Break4.15 5.15

Strategic business analysis a managerial perspective Using the current business environment for future business indications Gearing the strategic groups towards the planned directions Benchmarking the past, maintaining the present and moving towards the future

Ruben Gnagalingam*

Executive Director of Westport Bhd




strategic business & financial planning

Documents