Turning Risk Into Opportunity by accinent


									April 7-8, 2009                                           The Roosevelt Hotel
                                                                New York, NY

 Turning Risk
 Into Opportunity
Palladium’s Strategic Risk Conference
Hear From:
       Dr. Aswath Damodaran
       New York University

       Dr. Robert S. Kaplan
       Harvard Business School

       Adrian Slywotzky
       Oliver Wyman

       Dr. Mark Frigo
       DePaul University

       Gentry Lee
       Jet Propulsion Laboratory

    • Identify & Measure
    • Align & Manage
    • Make Decisions & Take Action
                                                          Register by
                                                          February 20, 2009
                                                          and SAVE $400!
                                                          PLUS receive a
                                                          copy of The Upside

                                   In Association With:
Identify threats – Adapt your
strategy – Turn risk into opportunity.
Make your strategy recession proof
or roll the dice and hope to survive…
Risk management has evolved from a compliance-based directive into a required
business competence in the new economic reality. While most organizations continue
to identify emerging risks and create plans to manage and avert risk, now more than
ever, business leaders find they must understand the broad spectrum of risks facing their
complex organizations. They must also have the skills necessary to turn obstacles into

 “Risk is a function of how poorly a strategy will perform if the
       ‘wrong’ scenario occurs,” observes Michael Porter.
     • How quickly can organizations adapt their strategies if certain scenarios occur?
     • How do companies move from a compliance-based risk posture to a
       growth-oriented company willing and positioned to take calculated risks in
       a down-economy?

Palladium’s Strategic Risk Management Conference: Turning Risk Into Opportunity
provides a powerful strategy map framework used by successful companies to integrate
risk management with strategic planning, operations management, and internal

Business leaders, strategists, finance practitioners, and managers of every kind will
learn how to...

     • Identify particular events or circumstances relevant to their companies’ goals
     • Assess them in terms of likelihood, and magnitude of impact
     • Determine a response, strategy, and monitor progress
...to become a risk-intelligent organization.

2                     www.thepalladiumgroup.com/risk09
Conference Themes
Identify and Measure
As uncertainty in the external environment increases, organizations are under
tremendous pressure to effectively manage the risks associated with executing
their strategy. Smart companies know that both risk-taking and risk-avoidance go
hand-in-hand when it comes to risk management – after all, the better you can avoid
downside risks, the more you’ll be able to pursue the upside risks. But where do you
begin? Good risk management starts with a clear understanding of your strategy,
since each of the choices a company makes (e.g., to enter a new market, launch a new
product, or form a strategic alliance) comes with a set of possible events that could
lead to different outcomes. The key is to understand what events could take place
and anticipate their magnitude and probability in advance of execution. This theme,
using a combination of thought leaders and case studies, will look at the role of risk
mapping, KRIs (Key Risk Indicators), and other tools that can help an organization
anticipate its various risks.

Align and Manage
Risk management has been around for decades. Insurance companies and other
financial services organizations that are in the business of managing risk have
developed an arsenal of risk management tools. Unfortunately, few organizations
have mastered the challenge of combining risk management with strategy
management and ensuring that the risk-taking and risk-avoiding is part of one
integrated management dialogue. In this theme, through a mix of theory and cases
regarding both leading practices as well as pitfalls to avoid, we will look at how
to integrate risk, strategy, and performance management into one management
framework and process. We will also explore how companies are managing – by
eliminating, reducing, transferring, or taking advantage – specific risks once they
have been identified.

Make Decisions and Take Action
Having a well-designed strategic risk management framework is only as good as the
decisions you make and the actions you take – from strategy-setting to operational
execution. It’s critical to ensure that the organization’s governance process is
designed to allow managers to spend time thinking about the future, not just looking
backward at performance trends and addressing day-to-day issues. Time needs to be
spent examining the various courses of action – the specific projects, initiatives, and
actions that could help the organization create or protect value. In this final theme
we will look at various methods for analyzing risk, hedging techniques, and other
approaches that will ensure a balanced portfolio of risk across innovation, growth,
and other key strategic initiatives.

 Who Should Attend?
 • CFOs, Vice Presidents, Directors of Finance
 • Chief Risk Officers, Vice Presidents,
   Directors of Risk Management
 • Vice Presidents, Directors of Strategy
                                                        Sign-Up Today for the
 • Vice Presidents,
                                                            Free Monthly
   Directors of Performance Management                  BSC Online Newsletter!
 • Directors and Managers of Internal Audit          www.thepalladiumgroup.com/bscol
 • Directors of Operational Risk
 • Directors, Managers of ERM
 • Risk Analysts

Questions? Call: 800.554.2111                                                             3
Pre-Conference Clinics
Morning - Monday, April 6th - 9:00 am - 12:30 pm
Clinic A: The Measures and Metrics of Strategic Risk
Management: Aligning KRIs and KPIs
Bob Imberman, Director, Palladium Group, Inc.
It is an accepted principle in business that “what gets measured gets managed.” This fundamental
insight has been a primary driver in the evolution of performance management at all levels from
the enterprise to the individual contributor. Performance measurement has thus been subject to
consistent and dedicated research to improve the quality of reports, scorecards, and dashboards.
However, the inverse side of measuring performance – measuring risk to performance – has only
recently been viewed as an important consideration in measuring strategic progress. In this clinic we
will discuss the relationship between performance measures and risk measures, provide an approach
to developing Key Risk Indicators within your management processes, and present case examples of
organizations effectively measuring their risk in the context of overall performance management.

Clinic B: Protecting Your Strategy From Harm: A Practical
Approach to Linking Risk and Strategy Management
Barnaby Donlon, Principal and
Andrew Pateman, Vice President, Strategy Practice, Palladium Group, Inc.
Many organizations have successfully implemented a process to manage their strategy, using
tools such as strategy maps and balanced scorecards; meanwhile, many firms – especially financial
services firms – have effectively implemented enterprise risk management (ERM) programs. But
few companies have successfully commingled these two processes. In this clinic we will provide a
practical, step-by-step methodology to help organizations integrate the two, from mapping the
strategy, identifying the various events that may have an adverse impact (and their associated
probabilities) to developing appropriate action plans to manage the risk itself. Finally, through several
Palladium Balanced Scorecard Hall of Fame for Executing Strategy case studies, we will introduce the
notion of “balanced” reporting as a new approach to corporate governance that looks at managing
opportunity (“offense”) and risk (“defense”) in harmony.

Afternoon - Monday, April 6th - 1:30 - 5:00 pm
Clinic C: Managing Strategic Risk in the Annual
Planning Process
Duane Punnewaert, Principal and Philip Peck, Vice President, Palladium Group, Inc.
The goal of the annual planning process is to fund the acceleration of long-range strategic plans.
This clinic will introduce best practices around linking long-range plans with the annual budget and
forecast process with an emphasis on managing strategic risk throughout the business planning
process. Through practical interactive exercises and discussion, delegates will learn: how to translate
long term strategic risk into annual planning priorities; from where and for how long strategic risk
should be funded; and how to drive accountability for risk in annual plans.

Clinic D: Hedging Risk and Uncertainty: Increasing the
“Hit-Rate” of Bold Growth and Innovation Investments
Michael Baltay, Partner, Monitor Group and Dr. Ashok Boghani, Monitor Innovation
Fundamental hedging strategies used to optimize the outcomes of risky bets have been around
for centuries and are commonplace in our daily lives and in certain industries. Surprisingly, our
research at Monitor Group suggests that executives do not apply these strategies and techniques
systematically in the general pursuit of new growth opportunities and bold innovations, where
they are most valuable. In this clinic, you will learn a simple framework for how to apply proven
hedging strategies to new growth and innovation initiatives to increase the likelihood of coming out
ahead of your competitors. We will use case examples to introduce three basic hedging strategies
(diversification, options/insurance, and forward contracts). We’ll then share a general set of rules for
how and where you should consider each strategy according to the various characteristics of a growth
investment. Finally, we will facilitate an open discussion to practice using these strategies on several
real examples volunteered by delegates.

4                         www.thepalladiumgroup.com/risk09
Clinics           Monday, April 6, 2009
8:00-9:00am       Registration and Continental Breakfast
9:00am-12:30pm    Clinic A: The Measures and Metrics of Risk Management: Aligning KRIs and KPIs
                  Clinic B: Protecting Your Strategy From Harm: A Practical Approach to Linking Risk and Strategy Management
12:30-1:30pm      Networking Luncheon
1:30-5:00pm       Clinic C: Managing Strategic Risk in the Annual Planning Process
                  Clinic D: Hedging Risk and Uncertainty: Increasing the “Hit-Rate” of Bold Growth and Innovation Investments
5:00-6:30pm       “Regional” Birds of a Feather Welcome Reception and Solution Resource Center
Day 1             Tuesday, April 7, 2009
7:00-8:00am       Registration and Continental Breakfast
8:00-8:15am       Conference Welcome & Chair Address: Andrew Pateman, Palladium Group, Inc.
8:15-9:00am       Plenary Address: The Essence of Risk Management: Risks to Pass Through, Risks to Avoid, and Risks to Seek Out,
                  Dr. Aswath Damodaran, New York University
9:00-9:30am       Networking Break
Theme 1           Identify and Measure
9:30-10:15am      Keynote Address: What Bad Things Can Happen – The Practice of Risk Management
                  Gentry Lee, Jet Propulsion Laboratory
10:15-10:45am     Risk-Based Performance Management and Measurement, Larry Warner, Mars, Incorporated
10:45-11:15am     Managing and Mitigating Strategic Risk, Jack Klinck, State Street Corporation
11:30am-12:15pm   Facilitated Discussion Forum: Dr. Aswath Damadoran, Gentry Lee, Larry Warner, Jack Klinck
12:15-1:30pm      Networking Luncheon and Solution Resource Center
Theme 2           Align and Manage
1:30-2:45pm       Keynote Address: Integrating Enterprise Risk Management into the Kaplan-Norton Strategy Execution System
                  Dr. Robert S. Kaplan, Harvard Business School
2:45-3:15pm       Integrating and Managing Risk with the BSC
                  Takehiko Nagumo, Union Bank of California and formerly with Bank of Tokyo-Mitsubishi UFJ
3:30-4:15pm       Keynote Address: Return Driven Strategy: A Framework for Strategic Risk Management
                  Dr. Mark Frigo, DePaul University
4:15-4:45pm       Aligning and Managing Risk on Strategic Project Portfolios, Brian Horgan, United Illuminating
4:45-5:30pm       Facilitated Discussion Forum: Dr. Robert S. Kaplan, Brian Horgan, Dr. Mark Frigo, Takehiko Nagumo
5:30-7:00pm        “Risky Business” Networking Reception and Solution Resource Center
Day 2             Wednesday, April 8, 2009
8:00-9:00am       Continental Networking Breakfast
9:00-9:15am       Day 2 Welcome Address, Andrew Pateman, Conference Chairman
Theme 3           Make Decisions and Take Action
9:15-10:15am      Keynote Address: The Upside: How to Turn Big Threats Into Growth Breakthroughs
                  Adrian Slywotzky, Oliver Wyman
10:15-10:45am     Moving From Value Protection to Value Creation, Frank Fiorille, Paychex, Inc.
10:45-11:15am     Risk Analysis: Supporting Strategic Decision-Making
11:30-12:00pm     Managing Strategic Uncertainty with Scenario-Driven Planning
12:00-12:30pm     Sponsored Executive Briefing
12:30-1:30pm      Networking Luncheon & Solution Resource Center
1:30-2:00pm       Embracing Risk for Growth and Innovation
2:00-2:45pm       Facilitated Discussion Forum: Adrian Slywotzky, Frank Fiorelle
2:45-3:15pm       A CEO’s Guide to Action in Uncertain Times
3:15-3:30pm       Conference Wrap-Up
                  For the most up-to-date agenda and full session details
                         visit www.thepalladiumgroup.com/risk09
                                                                                                             *Subject to change

Questions? Call: 800.554.2111                                                                                                     5
Plenary and Keynote Addresses

                    Plenary Address: The Essence of Risk
                    Management: Risks To Pass Through, Risks To
                    Avoid and Risks To Seek Out
                    Dr. Aswath Damodaran
                    Professor of Finance, Stern School of Business, New York University and
                    Author of Strategic Risk Taking: A Framework for Risk Management

We are of two minds when it comes to risk: we avoid it in some instances and seek it out in others.
The way we approach risk in business decisions reflects these mixed feelings. We measure risk and
demand a premium for it when we make decisions and we pay to hedge some risks and be protected
against others. At the same time, we make other decisions that expose us to new risks – in effect,
everything we do in business has something to do with taking risks. In this insightful and inspiring
presentation, Dr. Damodaran will present an effective framework to identify and break down risk
while providing a common language and objective for business leaders to be decisive in steering their
organizations though difficult economic times.

Key Issues:
  • Developing a framework for breaking down risk into three buckets – risk that should be passed
     through to investors, risks that should be protected against, and risks that should be sought out
  • Providing a common language and objective for those who define risk, those who measure risk,
     and those who make the big decisions on risk
  • Expanding the definition of risk management to include all of these decisions

                    Integrating Enterprise Risk Management into
                    the Kaplan-Norton Strategy Execution System
                    Dr. Robert S. Kaplan
                    Baker Foundation Professor, Harvard Business School and
                    Co-Author of The Execution Premium: Linking Strategy to Operations
                    for Competitive Advantage

Risk management has become essential for successful and sustainable strategy execution. Many
organizations, however, despite having a designated risk management officer and even a risk
management department, have suffered massive losses from their failure to understand and manage
the risks inherent in their strategies. Over the past 20 years, Bob Kaplan and Dave Norton have shown
how to embed strategy maps and scorecards into the most widely-used and successful strategy
execution system in the world. The recent failures in the financial services and automobile industries
vividly illustrate that risk management must be incorporated more centrally into the strategy
execution framework. Bob Kaplan will share recent insights on how organizations can incorporate
risk objectives into the Balanced Scorecard’s financial and process perspectives, as well as formally
incorporating discussions of risk exposure in periodic strategy review management meetings.

Key Issues:
  • Embedding risk management objectives as themes in your strategy maps and scorecards
  • Managing operational and strategic risk
  • Reviewing, monitoring, and adjusting your organization’s risk position

6                        www.thepalladiumgroup.com/risk09
                     The Upside: How to Turn Big Threats
                     into Growth Breakthroughs
                     Adrian Slywotzky
                     Managing Director, Oliver Wyman
                     and Author of The Upside: The 7 Strategies for Turning Big Threats
                     Into Growth Breakthroughs

Why is our moment of maximum success our moment of maximum risk? And vice versa? Why do
some companies see big threats so much sooner than others? Why are they able to turn threats
into enormous new growth opportunities? Are their skills learnable? Most major strategic risks (e.g.,
customer shifts, technology transitions, brand collapse, project failures, etc.) can be anticipated, and
can be turned into upsides that are often 10X greater than the original value at risk.

Key Issues:
  • Seeing threats sooner
  • Turning them into growth breakthroughs
  • Designing the company’s business model to be much more shock-proof and resilient, as it
     navigates through a much more volatile world

  Register by February 20th, 2009
  and SAVE $400 PLUS receive
  a copy of The Upside: The 7
  Strategies for Turning Big Threats
  Into Growth Breakthroughs !

                 For Sponsorship Information
                Please Contact Brian Duggan at
                        or 415.388.4280

Questions? Call: 800.554.2111                                                                              7
Keynote Addresses

                    Return Driven Strategy: A Framework
                    for Strategic Risk Management
                    Dr. Mark Frigo
                    Director, The Center for Strategy, Execution, and Valuation
                    DePaul University

As the risk profiles of organizations become more complex, management teams need a systematic
way to assess and manage the risk in the strategy and its execution. One of the major challenges
facing every management team is how to link the organization’s strategy and performance measures
with risk management. Another is to incorporate risk management into the strategic planning and
strategy management processes. In this presentation you will learn about the best practices of high
performance companies in identifying, assessing, and managing risk using the Return Driven Strategy
framework. The framework provides a way for management to evaluate strategic plans and identify
key risks that could destroy value while considering the upside of risk in terms of the opportunities
for growth.

Key Issues:
  • Linking strategy and performance measures with risk management
  • Incorporating risk management into your strategic planning and execution processes
  • Identifying key performance measures for better risk management

                   What Bad Things Can Happen –
                   The Practice of Risk Management
                   Gentry Lee
                   Chief Engineer, Planetary Flight Systems Directorate,
                   Jet Propulsion Laboratory

The aerospace industry has practiced integrated risk engineering and management in the
development of its projects for many years. At each major development milestone, cost, schedule,
and technical risks are identified, assessed, and considered for mitigation. Managing these risks is
an integral part of the overall management of the project and generally a large percentage of the
project’s cost and schedule reserves are allocated for risk mitigation. A thorough understanding of
the risks and identifying Key Risk Indicators (KRIs) is a fundamental component of managing any new
or high technology project. Examples taken from past space missions illustrate the importance and
efficacy of including an active risk management process in project management. The techniques used
in the aerospace industry are generic and can be adaptively applied to other businesses.

Key Issues:
  • Identifying and assessing the top risks in your strategy or project
  • Measuring and managing risk factors is an active and continual process
  • Identifying the right KRIs to effectively and manage your project

8                        www.thepalladiumgroup.com/risk09
Case Studies & Best Practices

Risk Based Performance Management and Measurement
Larry Warner, Staff Officer of Risk Management, Mars, Incorporated
The litmus test of an effective Enterprise Risk Management (ERM) process is that it generates timely,
useful information that is integrated into existing management processes, particularly in strategic
planning and performance management. The six year old ERM process at Mars covers all the major
business units and market segments and plays a key role in performance management. Using the
experience of Mars this session will explore challenges and practical solutions to using the outputs
from the ERM process to generate risk adjusted performance reports and analytics. The session will
describe the ERM process at Mars; the technology to track and analyze the risk information; and the
management reports and metrics used to evaluate a business unit’s performance against its expected
risk profile.

Key Issues:
  • Description of an advanced, rigorous ERM process
  • Discussion of the challenges of integrating ERM into performance management
  • Description of risk adjusted performance metrics and reports

Managing and Mitigating Strategic Risk
Jack Klinck, Executive Vice President, Offshore and Alternatives, State Street Corporation
Mitigating strategic risk should be at the top of the management agenda. Designating it to only
one person or simply not addressing it will potentially expose the organization to threats that could
significantly damage business productivity, market perception, and customer satisfaction. In order
to successfully mitigate business risk, senior executives must first identify potential risks by defining
strategic risk factors and identifying potential emerging risks. Next will come the measures and
metrics – set up to monitor likelihood, timing, and potential impact of business risks. Here the creation
of Key Risk Indicators will be key to ensuring the right leading indicators are in place. This is followed
closely by the need to institute management structures which allow for close oversight and ongoing
internal and external communication.

Key Issues:
  • Mitigating business risks by defining strategic risk factors and identifying emerging risks
  • Measuring and monitoring the probability and impact of business risks
  • Managing the process and ensuring effective internal and external communication

Earn 18 CPE Credits when you attend this event!
Delegates are entitled to 18 credits upon completion of the conference. No prior course or advanced
preparation is required. Palladium Group, Inc. is registered with the National Association of State Board of
Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE
Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for
CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE
Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN 37219-2417 (www.nasba.com).

Questions? Call: 800.554.2111                                                                              9
Case Studies & Best Practices

Integrating and Managing Risk with the BSC
Takehiko Nagumo, SVP, Strategic Planning & Performance Manager, Union Bank of California and
formerly with the Bank of Tokyo-Mitsubishi UFJ (Member: Palladium Balanced Scorecard Hall of Fame)
The Bank of Tokyo-Mitsubishi UFJ (BTMU) is one of the world’s largest banks with approximately JPY
140 trillion in asset size, and 1,000 branch offices in Japan and more than 400 abroad. Union Bank of
California (UBOC) is a full-service commercial banking institutions headquartered in San Francisco
with more than 10,000 employees. BTMU has successfully used the Balanced Scorecard (BSC) as
pre-and post-merger integration tool between Bank of Tokyo-Mitsubishi and UFJ Bank to make the
world’s largest bank by asset size at the time of merger in 2006. BTMU devised various innovative and
unique BSC applications such as integration with risk management frameworks, seamless integration
of top-down and bottom-up, and linkage with six sigma-based problem solving techniques. Based on
BTMU’s global success, UBOC has embarked on its own BSC journey.

Key Issues:
  • BSC as a common platform integrating an enterprise-wide risk management framework,
     customer-employee based value creation model, and six sigma problem solving
  • BSC as a tool to promote organizational learning and development in the area of strategy, risk
     management, quality management, and management philosophy
  • BSC as a cross-cultural alignment tool in and between Japanese and American business contexts

Aligning and Managing Risk on Strategic Project Portfolios
Brian Horgan, Director of Project and Risk Management, United Illuminating
Similar to any investment portfolio, the trick to successfully managing a project portfolio is to balance
risk and reward in accordance with pre-determined investment objectives. This presentation, through
the actual experiences of a small investor owned utility, will highlight how investment objectives were
matched against a risk adjusted portfolio. It will highlight the tools utilized and the theory applied to
manage project risks across a corporate portfolio and discuss lessons learned.

Key Issues:
  • Determining your risk threshold
  • Aligning investment to that threshold
  • Applying past performance to future results

Moving From Value Protection to Value Creation
Frank J. Fiorille, Director of Enterprise Risk Management, Paychex, Inc.
Paychex, inc. is one of the largest outsource payroll and human resource organizations serving
572,000 businesses nationwide achieved 2008 revenues in excess of $2 billion dollars despite a
down-turning economy. The company was able to leverage its ERM framework and transition from
its traditional domain of risk mitigation or single focus on just unrewarded risks to now being able to
create value for the company by making strategic bets as they developed new products and created
new revenue channels within this new and evolving rewarded risk spectrum.

Key Issues:
  • An actual case study of how ERM created value at Paychex
  • Lessons learned and what not to do if companies are making the transition
  • Insight on hot issues and trends

10                        www.thepalladiumgroup.com/risk09
   Registration and Accommodations
The Roosevelt Hotel – New York, NY
Reservations: 888.833.3969
Discounted hotel rates have been negotiated for conference delegates
at The Roosevelt Hotel. To take advantage of the discounted rate of
$299 (plus applicable taxes), register by March 15, 2009 by calling hotel
reservations and mentioning that you are attending the Palladium
Strategic Risk Management Conference. Discounted rooms are based
on availability.

Reserve your stay early!
Available rooms fill up quickly, and past room blocks have sold out.
Rates after March 15, 2009, or when the block has sold out, are subject
to the hotel’s discretion. Hotel reservations, cancellations, and charges
are the delegate’s responsibility.

Register Now!
                                         • Visit: www.thepalladiumgroup.com/risk09
  For Palladium                          • Email: ConferencesNA@thepalladiumgroup.com
                                         • Call: 800.554.2111
      Client &
   Government                            Early Bird Pricing ..............................$2495*
pricing please call                      Standard Pricing ........................................$2895
   781.402.1126                          Clinics (each) ...............................................$ 495
                                         *Early Bird pricing may not be combined with other discount
                                          offers and expires 2/20/2009.
                                                    Group and Team Discounts Available
                                                        Call 800.554.2111 for details
Cancellation Policy
Cancellations must be received in writing by 3/23/09, and are subject to a 10% service fee. After this date, all registrations, including
“no shows”, are subject to the full Conference fee. You may make substitutions at any time; please notify us in writing as soon as
possible by emailing ConferencesNA@thepalladiumgroup.com or calling 781.402.1126.

Produced By
                                   Palladium Group is the global leader in helping organizations
                                   execute their strategies by making better decisions. Our expertise
                                   in strategy, risk, corporate performance management, and business
                                   intelligence helps our clients achieve an execution premium. Our
services include consulting, conferences, communities, training, and technology. Palladium’s Balanced
Scorecard Hall of Fame for Executing Strategy™ recognizes organizations that have achieved an
outstanding execution premium. For more information visit www.thepalladiumgroup.com

In Association With
                             Harvard Business Publishing (HBP) is a not-for-profit, wholly-owned
                             subsidiary of Harvard University. Its mission is to improve the practice
                             of management in a changing world. HBP does this by serving as a
                             bridge between academia and enterprises around the globe through its
publications and reach into three markets: academic, enterprise and individual managers. HBP is the
official publisher of Palladium research and publications.

                                    Monitor Group works with the world’s leading corporations,
                                    governments and social sector organizations to drive growth on
the issues that are most important to them. The firm offers a range of services—advisory, capability-
building, and capital services—designed to unlock the challenges of achieving sustained growth.
Founded in 1983 by six entrepreneurs, including Harvard Business School Professor Michael Porter
and Monitor’s current Chairman Mark Fuller, Monitor brings leading edge ideas, approaches, and
methods to bear on clients’ toughest problems and biggest opportunities.

Questions? Call: 800.554.2111                                                                                                       11
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