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Conference Day One: Tuesday, 25 July 2017

7:30 AM - 8:00 AM REGISTRATION

8:00 AM - 8:10 AM Chair’s Welcoming

8:10 AM - 8:40 AM INTERNATIONAL KEYNOTE: Getting a Head Start on Strategy: The Future of OPEX and Continuous Improvement (P1)

John Biedry , Senior Director, Global Lean Enterprise , Nike
We all know the story; market fluctuations, customer demands and technology all change so rapidly that it’s difficult to keep up. On top of that are innovators and disruptors, making competition even fiercer and forcing well established and structured organisations to look to how they operate to remain ahead of the game. We know where OPEX has been, but where is it headed? What are we doing and what do we need to do differently to be able to compete in the future?

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John Biedry

Senior Director, Global Lean Enterprise
Nike

8:40 AM - 9:10 AM DEBATE: AI Will Replace the Need for Humans in Decision Making and OPEX

The future of automation is not simply about automating manual tasks or using more robots to do menial drudge work. Artificial intelligence is opening up the potential to dramatically enhance efficiency and accuracy, with robots gradually moving from back office functions towards the front office to operate in collaboration with humans. But AI needs a context. What is discovered and mined from data needs to be operationalised and executed.
This debate will ‘debate’:
  • What does AI mean for OPEX and human resources?
  • What impact is it going to have on current operating models?
  • AI is taking rapid pace: how far off until we realise the full potential and benefits of it?
  • The future of process: where AI will lead and how to prepare

9:10 AM - 9:50 AM The Future of Business Technology: Knowing Where OPEX is Headed to Strategically Prepare

Steve Sammartino, Futurist and Digital Expert, .
Steve is a motivated futurist and ‘business technologist’ who loves converting technology into actionable strategy. Best-selling author of The Great Fragmentation, a business manifesto for the technology revolution, he has held senior positions in multiple Fortune 500 companies and has also built his own technology Startups. He understands what big business must learn from the technology sector to avoid disruption. Combining anthropology and technology, Steve demystifies the rapidly changing rules of your business.

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Steve Sammartino

Futurist and Digital Expert
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9:50 AM - 10:20 AM FIRE SIDE CHAT: The Importance of Effective Leadership in Driving the OPEX Agenda

Tobias Byron, Global Head of Operational Excellence, Macquarie Bank
Wondering what a ‘Fireside Chat’ is? Our very knowledgeable MC and guest will take a more informal approach to an interview, discussing the below in a conversational style, letting the chat take its natural course to get to the bottom of effective OPEX leadership…
Senior leaders hold the key to the extent and success of innovation within their organization. Without their direction and clear support, any activities designed to stimulate innovation will not be sustained and the potential benefits not realized. Indeed, unless everyone from the Chief Executive down makes innovation a top priority, it simply won’t happen. This is because true innovation requires a level of risk-taking and failure that’s just not possible without this top-down support.
  • What traits and skills do we need from future OPEX leaders?
  • Is Lean Six Sigma out the door and are agile, flexible change management approaches the new norm?
  • How can OPEX leaders challenge the business as it evolves to meet the changing needs of the customer and of market forces?
  • What will the operations of the future look like and what kind of leaders will it demand?

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Tobias Byron

Global Head of Operational Excellence
Macquarie Bank

10:20 AM - 10:40 AM Speed Networking

10:40 AM - 11:10 AM COFFEE AND NETWORKING BREAK


AGILE OPERATING MODEL: Becoming an Agile Operation to Adapt to Changes in Technology and Customer Demands

11:10 AM - 11:40 AM Improving Product Availability and Service By Using Flow Related Tools and Changing Your Operating Model

Fabio Oliveira, Head of Innovation, Kmart
Leveraging a customer centric model, Kmart has used flow related tools and lean over the past three years to boost customer service in a range of key metrics, particularly product availability.

Key Question: How can you reengineer your internal processes using flow related tools to deliver better service and products?

Focus: HCD, Design Thinking, Lean, Customer-centricity, change management

Results to Date: Significant operational improvement in Store Operations and Supply Chain, enabling better customer experience

Biggest Hurdle Overcome: Change management and changing the paradigm to a new way of working using design thinking and HCD as solutions

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Fabio Oliveira

Head of Innovation
Kmart
 

END-TO-END PROCESS INNOVATION: Using Innovative Methodologies to Achieve End-to-End Transformation and Align Process with Strategy

11:10 AM - 11:40 AM Adopting an Agile Mindset to Human Centered Design

Gareth Rydon, Head of Operations - Design and Innovation, AMP Sean Brennan, Design Lead, AMP
Change is happening faster. AMP, a 160 year old financial services company, is building a mindset to become comfortable with change (and the risk associated with it). Adopting an agile mindset to HCD has meant making ideas real, testing them early, and responding to customer feedback quickly; de-risking innovation while connecting with customers and staff more deeply.

Key Question: How do you transition from traditional ways of working to embed new habits and mindsets?

Focus: People Capability, workplace experience, project and program governance (processes, funding, KPIs), performance management, agile, HCD

Biggest Hurdle Overcome: Helping practitioners think differently and making this mindset the new normal

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Gareth Rydon

Head of Operations - Design and Innovation
AMP
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Sean Brennan

Design Lead
AMP

ANALYTICS/STRATEGY: Leveraging Data and Process to Inform and Enable Strategy to Improve Operational Efficiency and Growth

11:10 AM - 11:40 AM Leveraging Your Process to Enable Strategy Rather Than Just Efficiency

Michelle Lue-Reid, General Manager, Run Enterprise Services, Commonwealth Bank
Do your processes and systems make sense within the context of your business strategy? At the end of the day, processes are the actualisation of your strategy.
Organisations should stop thinking about processes as efficiency tools and start thinking about them as strategic
constructs.

Key Question: How can you shift from an efficiency and cost reduction mindset to align process with business strategy?

Focus: Reassess and relaunch process, changing strategy and operating models, balancing strategy enablement, efficiency and cost reduction

Biggest Hurdle Overcome: Mapping processes and systems to align with strategy and embedding the change in the entire organisation

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Michelle Lue-Reid

General Manager, Run Enterprise Services
Commonwealth Bank

11:40 AM - 11:45 AM TAKE 5

AGILE OPERATING MODEL

11:45 AM - 12:15 PM Reinventing Your Operating Model to Better Align with Key Business Objectives

Daniel Bennett, Principal Manager, Strategic Improvement, Transport NSW
Transport Shared Services is redesigning its operating model to purposefully focus on and deliver a customer centric product and service. Core is the implementation of a Tiered approach, supported by key technologies including exploration of RPA. It’s driving hard toward optimisation and ensuring its SS has a seat in the boardroom.

Key Question: How do you take a holistic view of the way you do business and reengineer your operating model to better align with objectives?

Focus: RPA, collective strategy discussions to ensure two way communication, demands of a collective customer base, digital enablement group, strategy to business enablement, increasing high performance, self-service capability

Results to Date:
  • Consolidation of Finance, HR, Procurement and asset workplace service functions from 5 agencies within the Transport cluster
  • Implementation of a single ERP system, enabling a global design to be implemented

Biggest Hurdle Overcome: Alignment in direction priority across key programs and initiatives, unification of executive leadership, developing a deep understanding of current operations and undertaking future transformation design

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Daniel Bennett

Principal Manager, Strategic Improvement
Transport NSW

END-TO-END PROCESS INNOVATION

11:45 AM - 12:15 PM Successful End-to-End Process Transformation and Embedding Sustainable Change

Looking at your process from an end-to-end perspective is critical if you are to take an holistic transformation approach.
Reconfiguring this end to end process is one mammoth task in itself, but ensuring it is successfully embedded and sustainable is just as important if the transformation is to realise the best ROI.

Key Question: How do you move to sustainable end to end process transformation with minimal disruption to operations?

Focus: Transaction flow mapping, duplications in common function and customer facing functions, brining customer onboarding together, customer and product profitability, sustainable transformation

Biggest Hurdle Overcome: Change management and ensuring new processes and systems are embedded and sustainable

ANALYTICS/STRATEGY

11:45 AM - 12:15 PM Becoming Agile and Leveraging a Data Office to Drive Efficiency Within all Functions

Implementing a central data office to leverage insights and inform and support the rest of the organisation can help identify inefficiencies, areas for growth, and better strategy.
But knowing how to leverage such a system and collect the right data from existing processes can be difficult.

Key Question: How do you measure performance through data and use it to excel by informing, simplifying and automating the right processes?

Focus: Upscaling, agile, using data to support operations, developing performance metrics, gathering and structuring data, data tools, CDO

Biggest Hurdle Overcome: Getting the rest of the organisation to realise the potential of and how to use data to identify inefficiencies and drive growth

12:15 PM - 12:20 PM TAKE 5

AGILE OPERATING MODEL

12:20 PM - 12:50 PM Sponsor Case Study

END-TO-END PROCESS INNOVATION

12:20 PM - 12:50 PM Signavio Sponsored Case Study

Details coming soon!

ANALYTICS/STRATEGY

12:20 PM - 12:50 PM Sponsor Case Study


12:50 PM - 1:50 PM NETWORKING LUNCH

Hot Seats: 5 Experts, 25 Minutes, 5 Hot Tips…


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Tobias Byron

Global Head of Operational Excellence
Macquarie Bank
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Michael Alacqua

Head of Strategic Implementation Portfolio Office
Sydney Water
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Andrew Ward

General Manager, Transformation
Fletcher Building
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Kathy Kociuba

Director Supply Chain
Baxter Healthcare
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Chris O’Halloran

Agile Coach/ Lean Project Manager Asia Pacific
Thiess

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Janelle Merckx

Head of Service Quality
Westpac
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Michelle Lue-Reid

General Manager, Run Enterprise Services
Commonwealth Bank
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John Biedry

Senior Director, Global Lean Enterprise
Nike
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Mark Ferguson

General Manager, Transformation
Transport Sydney Trains
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Peter Bounsell

Group Business Improvement Lean Manager
Lendlease

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Kenneth Kong

Head of Strategy
BP
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Troy Menyweather

Group Procurement Risk and Compliance Manager
Lendlease
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Eddie Satterly

Head of Data & Product Engineering
IAG

2:20 PM - 2:25 PM TAKE 5

AGILE OPERATING MODEL

2:25 PM - 2:55 PM Offshoring to Improve Agility and Response to Market Fluctuations

Lynn Penny, Group General Manager, Mirvac
Mirvac has offshored parts of its finance function to not only cut costs, but also to become more flexible and agile in its ability to dial up or dial down resources in response to market fluctuations and property cycles.

Key Question: How do you assess the right operating model to be able to become more agile and respond faster to market demands?

Focus: offshoring, RPA, automation, efficiency, agile, flexible resource management, rapid response to market changes

Results to Date:
  • Achieved green SLAs across all metrics
  • Smooth 1st Year-End closing activities
  • Implemented 11 continuous improvements and value-adding items, including: 1st RTR resource secondment to Sydney (Property & Trust Accounting)

Biggest Hurdles Overcome: Documentation of procedures, change management, managing internal business expectations, managing an outsource provider

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Lynn Penny

Group General Manager
Mirvac

END-TO-END PROCESS INNOVATION

2:25 PM - 2:55 PM Leveraging Lean as a Foundation for Innovation

Innovating within current Lean and Six Sigma frameworks can often be difficult, with other process methodologies like design thinking, iteration and agile/scrum, various HCD tools all getting thrown in the mix. The principles of lean can provide a solid foundation for innovation and technology implementation.

Key Question: How do you give lean a profile and shift its sole purpose away from waste, to innovation and taking clutter away from staff?

Focus: embedding lean at front end of process, end to end transformation, innovation, design, applying lean in any industry, data & insights

ANALYTICS/STRATEGY

2:25 PM - 2:55 PM Better Insights through Business Intelligence: Leveraging Data to Gain a Customer Centred View and Drive Satisfaction

Eddie Satterly, Head of Data & Product Engineering, IAG
IAG has been pushing forward with its innovation and customer-centricity agenda. Customer labs have been set up to inform strategy and gather customer insights from legacy data to gain a single customer view. The holistic approach to CX has needed a robust data driven engine to improve front line capability.

Key Question: How do you organise and gain insight from legacy data to gain a customer view?
Focus: Customer labs, automation, legacy data, customer centricity, front line capability, process improvement, insights, leading transformation with customer satisfaction in mind
Results to Date: To be released shortly!
Biggest Hurdle Overcome: Sorting and organising legacy data to be able to derive insight, setting up an ongoing program of work to ensure the practice is embedded and remapping incumbent systems and processes

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Eddie Satterly

Head of Data & Product Engineering
IAG

2:55 PM - 3:00 PM TAKE 5

AGILE OPERATING MODEL

3:00 PM - 3:30 PM Innovating and Disrupting to Increase Competitiveness

Eugene Law, Head of Business Planning and Improvement, Virgin Australia
Virgin Australia’s transformation is centred on being a market disruptor to bring increased competition to the aviation market and offer more choices to clients and consumers.
It has leveraged successfully on strategic partnerships, acquisitions and alliances to expand its capabilities, market reach and product offerings, and in the process establish its position as an effective and preferred airline operator relevant to all market segments.
Key Question: How do you reinvent yourself to challenge the status quo and improve your competitive position to be a compelling product choice for your customers?
Focus: Business transformation, market disruption, strategic partnerships and alliances, increasing competitiveness, innovation, service excellence, strategies to engage and enable staff to bring the business to the next level
Biggest Hurdle Overcome: Taking on a monopoly and transforming the aviation landscape in Australia with more choices available to aviation customers

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Eugene Law

Head of Business Planning and Improvement
Virgin Australia

END-TO-END PROCESS INNOVATION

3:00 PM - 3:30 PM Driving Innovation Through Ideation and Transforming Your Operating Model to Support This

Andrew Ward, General Manager, Transformation, Fletcher Building
Fletcher Building is benchmarking to global best practice, implementing tools for ideation and driving initiatives successfully through to execution. The ‘accelerate program’ has cut cost and boosted efficiency, while allowing visibility and tracking of the products. With large external spend, they are looking to ‘buy better’ and address the levers across manufacturing; how their metrics compare and what they need to do to become more efficient.
Key Question: How do you integrate ideation into your operating model and drive it through to execution to realise the most ROI?
Focus: Lean, agile, digital thinking, cascading messages throughout the organisation, spend reduction
Results to Date:
  • 1,750 initiatives supported by detailed implementation plans
  • 380+ initiative owners across the group
  • 320+ people responsible for delivering ~5,000 milestones
  • Supported by 13 centrally governed weekly Accelerate meetings and 25+ business unit / functional meetings each week

Targets: Clear alignment to Fletcher Building’s 3 year financial targets and plan
Biggest Hurdle Overcome: Building internal capability from scratch to develop a large scale fully implementable plan aligned with overall and individual business unit targets and goals within 6 months

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Andrew Ward

General Manager, Transformation
Fletcher Building

ANALYTICS/STRATEGY

3:00 PM - 3:30 PM Using Predictive Analytics and Data For an Holistic Analysis of Supply Chain and To Gain Senior Support

Troy Menyweather, Group Procurement Risk and Compliance Manager, Lendlease
Lendlease has shifted to strategic sourcing and partnering with its supply chain to drive strategy and collaboration. It is using data to identify and manage risk, and data shovels to trawl through oracle systems to analyse the supply base, as well as areas for growth and spend reduction across the business.

Key Question: How can you sculpt data to show the value and business deliverables that flow into the organisation and gain senior executive support?

Focus: Innovating with the supply chain and engaging suppliers, data and predictive analytics, gaining influence and senior exec support, back end efficiency

Biggest Hurdle Overcome: Equipping different levels of the organisation with the data skillset to build the case for more resources and translating forward pipeline of work to simple business deliverables

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Troy Menyweather

Group Procurement Risk and Compliance Manager
Lendlease

3:30 PM - 3:35 PM TAKE 5

AGILE OPERATING MODEL

3:35 PM - 4:05 PM Moving Your Operations Offshore and Standardising Process to Reduce Operating Cost and Improve Efficiency

Victoria Jolley, Continuous Improvement Manager, LafargeHolcim
When LH offshored their business service centre from Milton to Manila in 2017, they overcame five key hurdles:
1. Strategy: Determining what services stay, what go & when
2. People: Recruiting & onboarding a new team who needed to be trained by the experienced people they were replacing
3. Process: Defining, standardising & documenting the service delivery model & embedding new KPIs & performance reporting
4 Technology: Cutting over & implementing new systems for all core processes
5. Change & business engagement: Building deep networks across the business to ensure we were ready for the change
Key Question: How do companies determine the best fit target operating model and implementation approach to offshore operations with minimal business disruption?
Results to Date (In ANZ):
  • Performed a Current State Assessment across 780 processes
  • Managed the people movements for 40 BSC people
  • Defined The Service Delivery Catalogue across 18 processes & 62 services including definitions, process maps KPIs, OLAs, SLAs
Targets:
  • Align the shared service target operating model across APAC and lift & shift the in scope functions from Milton to Manila by July 2017
  • Establish the operations & train a team of 60 within Manila to competently assume responsibility for servicing HANZ
  • 2 year payback period for the program
Biggest Hurdle Overcome: Engaging our people so they were well equipped to face the future with professionalism & positivity.

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Victoria Jolley

Continuous Improvement Manager
LafargeHolcim

END-TO-END PROCESS INNOVATION

3:35 PM - 4:05 PM Embedding a New Agile Framework and Correcting any Inefficiencies Using Lean Six Sigma

Luca Chiasserini, National Optimisation and Strategy Manager/ Master Black Belt, Lion Nicole Hill, National Supply Leader, Lion
Collaborative team work is required to transform a supply chain from being reactive, into being agile and responsive.
Lion has used lean principles to identify opportunities for change, and are using scrum methodology to implement a range of initiatives along all points of the supply chain. The use of scrum methodology is helping Lion to break down functional silos that have historically prevented progress, and is enabling them to progressively deliver value to the business, improve freshness to customers, change the culture of the team, and to become an agile, market oriented business.
Key Question: How do you embed and identify inefficiencies in a new framework, while getting the people element right to support its success?
Focus: End-to-end supply chain transformation, agile, Lean Thinking, Six Sigma, people, change management, framework inefficiencies
Biggest Hurdle Overcome: Embedding the new practices within the organisaiton

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Luca Chiasserini

National Optimisation and Strategy Manager/ Master Black Belt
Lion
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Nicole Hill

National Supply Leader
Lion

ANALYTICS/STRATEGY

3:35 PM - 4:05 PM Using Management Informatics and Data to Boost OPEX and Strategy

Kenneth Kong, Head of Strategy, BP
Accurate, timely application of Management Informatics (MI) and big data sets, allied to a process that facilitates an integrated perspective, are a key focus for BP in driving strategy. MI needs to be robust to ensure the right insights are being drawn, with a large number of inputs from various parts of the organisation. This is then combined with clear management processes that lead to integrated, strategically-aligned action plans that can be executed and tracked.
Key Question: How does improvement in Op Ex, MI and Management Processes create better and more accurate strategic decisions?
Focus: Ambiguity, strategy development, formulation of strategic options, financial framework planning and support for major business optimisation and M&A activities.
Integrated management system, engagement, cultural mindset shift and performance incentives
Results to Date:
  • A more holistic approach to managing the business versus “silo mentality”
  • Better able to respond to customers’ needs and competitors’ tactics
Targets: Performance optimisation across the fuels value chain leading to improvement in profits and returns on investment
Biggest Hurdle Overcome: Data ambiguity, clarity around accountabilities and cultural resistance to change

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Kenneth Kong

Head of Strategy
BP

4:05 PM - 4:10 PM AFTERNOON TEA

4:10 PM - 5:10 PM Interactive Discussion Groups

This is your chance to make your conference experience truly interactive and collaborative. Each IDG is set in a roundtable format and will be facilitated by an expert practitioner and co-hosted by a thought leader in the space. In two rotations, each IDG will last for 30 minutes.

IDG Topics:

4:10 PM - 5:10 PM 1. Cloud Technologies

  • Creating agility and efficiency through Social, Mobile & Cloud technologies
  • Developing a holistic digital framework
  • Digitally redefining your customer journey and end to end process
  • The changing face of communication through social and mobile technologies

4:10 PM - 5:10 PM 2. Robotic Process Automation

  • How to leverage intelligent automation to optimise your processes
  • Is RPA applicable to all processes?
  • What’s the best approach to generate optimised results from RPA?
  • How will RPA mobilise your human capitals?

4:10 PM - 5:10 PM 3. Future of Continuous Improvement and OPEX

John Biedry , Senior Director, Global Lean Enterprise , Nike
  • Understanding and leveraging the millennial workforce
  • Where is continuous improvement headed?
  • How can we prepare today for a more agile and innovative environment?
  • What is the future role of operations in advising strategy?

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John Biedry

Senior Director, Global Lean Enterprise
Nike

4:10 PM - 5:10 PM 4. Process Excellence

  • What’s the best fitted improvement tool for you?
  • Lean vs Six Sigma vs BPM
  • How to measure the effectiveness of your tools
  • How to make the best use of your improvement tools
  • How is BPM complementing your Lean Six Sigma transformation

4:10 PM - 5:10 PM 5. Data Analytics

  • How do you build a clean and effective data warehouse?
  • How can you visualize your data to make business decisions?
  • How to make your data sets communicate with each other for integrated and advanced business insights?
  • Getting there faster and more accurately with predictive analysis

4:10 PM - 5:10 PM 6. Design Thinking

  • Taking process excellence to process innovation
  • A shift of focus from cost cutting to innovation and top line initiatives:
The key driver for design thinking
  • Design thinking is not about designers.
What is it then?
  • How to achieve exponential growth with design thinking

4:10 PM - 5:10 PM 7. Agile

Chris O’Halloran, Agile Coach/ Lean Project Manager Asia Pacific, Thiess
  • What works, what doesn’t and why?
  • Reengineering your operating model to become agile and respond faster to market demands
  • Enabling faster delivery of service and better CX
  • Shifting mindset to make Agile the default practice within every level of the organisation

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Chris O’Halloran

Agile Coach/ Lean Project Manager Asia Pacific
Thiess

4:10 PM - 5:10 PM 8. Linking Strategy With Process Through a Robust Business Architecture

  • Providing a blueprint to execute your strategy through process design and implementation
  • Connecting business flow and information flow to develop synergy
  • Why is Business Architecture a strategic role than a technical role – and how do they contribute to your business transformation?

5:10 PM - 5:40 PM Leadership 101: The Important, Often Underestimated Element of a Successful Transformation

Maria Zappala, Head of Business Improvement (Coal Global), Anglo American
Great processes and systems are nowhere near as effective without great leadership and people. Anglo American’s coal division has focused on the leader subordinate interface and ‘leadership 101’ to deliver its business plan, especially in what is has committed to shareholders.
Key Question: How do you create an effective leader subordinate interface and drive the best ROI on your transformation strategy?
Focus: People, leadership, Lean Six Sigma, culture of excellence, change management, aligning leadership, strategy and operations, communication

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Maria Zappala

Head of Business Improvement (Coal Global)
Anglo American

5:40 PM - 6:10 PM International Keynote: Getting a Head Start on Strategy: The Future of OPEX and Continuous Improvement

John Biedry , Senior Director, Global Lean Enterprise , Nike
Continuing on from this morning’s Keynote, John Biedry will delve deeper into:

  • Leading the change: What are key initiatives from Nike to shape the future of continuous improvement?
  • What is the future of Lean and how does it fit into an innovative environment?
  • The future OPEX leader: who are they, what do they do and how can we recognize and foster them through the ranks?
  • Building the right culture for not just continuous improvement, but continuous excellence?
  • Is Lean Six Sigma on its way out? How can we move from Lean Six Sigma perfection to Agile and innovation?


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John Biedry

Senior Director, Global Lean Enterprise
Nike

6:10 PM - 6:40 PM Pre-Awards Cocktail Reception

6:40 PM - 6:40 PM AWARDS NIGHT/GALA DINNER