09:00	Introduction: Leadership and the Strategy Execution System
	● Strategy Execution: The #1 Priority of CEOs and corporate directors The Palladium Hall of Fame for Strategy Execution ~ Examples of private, nonprofit and public sector enterprises from around the world that have successfully implemented their strategy for breakthrough results ● Critical role for Executive Leadership ● The Six-Stage Kaplan-Norton Management System for Strategy Execution   Stage 1: Develop the Strategy ● Define Mission, Values and Vision ● Define the Change Agenda ● Select and describe the differentiating strategy
10:30	Networking Break
11:00	Stage 2: Translate the strategy into strategy map and Balanced Scorecard ● Strategy Maps that link strategic objectives across the four Balanced Scorecard objectives ● Strategic themes: a new framework for organizing strategy maps and strategy implementation ● Balanced Scorecard of Measures and Targets ● Application to government and nonprofit entities ● Choosing and funding strategic initiatives; role of StratEx
13:00	Lunch
14:00	Stage 3: Align organizational units and employees to the strategy ● Defining the corporate value proposition ● Achieving vertical and horizontal alignment among business units ● Creating shared value by aligning across organizational boundaries with suppliers, customers and communities ● Communicating strategy to employees: Volkswagen do Brazil, a best practice case study in employee communication ● Designing employee incentive plans linked to business unit’s strategic priorities
15:00	Networking Break
15:30	Stage 4: Link strategy to operational excellence ● Aligning quality and continuous improvement programs to strategic objectives ● Developing and deploying dashboards Stage 5: Review and monitor strategy implementation ● Operational review meetings ● Strategy review meetings     * Monitoring and guiding strategy implementation     * Making mid-course corrections in strategy execution     * Reviewing and making decisions about product and customer profitability Stage 6: Test and adapt the strategy ● Testing the causal linkages in your strategy: when are you implementing a bad strategy well versus implementing poorly a good strategy? The new Office of Strategy Management
16:30	Interactive Question & Answer Session
17:00	Close Of Master class Day