Change Management 2016.

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Jessica Weisz Chief Client Officer SoapBox Nathalie Boutet Family Lawyer and

Founder The NEXT Program Sandeep Aujla Director, Corporate Learning and Organizational Development St. Joseph’s Health Centre Toronto Irene Andress Chief Nursing Executive, Program Director ER/ Medicine/Nursing Resource Team Toronto East General Hospital CONFERENCE AGENDA

DIGITAL, DISRUPTIVE & DISPERSED CHANGE

Change

Management 2016

.

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Top Change Practitioners

Should Attend Canada’s Top

Change Forum!

Practical examples and case studies of successful change management will help

answer your most challenging change management questions, as you learn from the

experts how to create an innovative and agile organization, become a more effective

leader of change, change organizational culture, communicate change via social

media, ensure change leads to higher performance and pick the change models

and tools that will work best in your organization.

After 11 Annual

Change Events

Change Sure Isn’t

What It Used To Be.

When we started this event back in

2005 change was at the top of the

agenda for many organizations—

and the pace seemed very fast and

the future unpredictable. But there

was no Uber, social media was

mostly teenagers on Facebook, the

workplace was still dominated by

boomers.

In this environment change was still

mostly incremental, linear,

predict-able—in short manageable.

What does Digital, Disruptive and

Dispersed mean?

1. Digital—Much change now is driven by a variety of digital

technologies. Examples include robotics, social media, AI,

desktop manufacturing. These technologies are

trans-forming work and whole industries

2. Disruptive—Often linked with #1—a new startup can

emerge and take away your whole market— think Uber.

A recent report by Deloitte determined that less than 1/3

of Canadian companies were prepared for the disruptions

they faced. This changes the nature of change.

3. Dispersed—Change is everywhere. This applies both to

organizations as a whole—no industry or niche is exempt.

You can be a newspaper or a taxi firm and you face

change. It’s also dispersed within the organization. This

means you can’t just tweak marketing and move on, or

transform HR and think that’s enough. Disruptive, digital

change is sweeping through all departments.

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Delivering Practical Value to

Canadian Change Leaders

This event has lasted so long because every year it

delivers by:

• Concentrating on real-life case studies of change. Yes,

we reflect and discuss different models and their utility

but it is the real life stories of change that offer the most

practical insights.

• Carefully curating sessions by expert consultants.

There is no shortage of consultants offering advice on how

to manage change. Many claim to have developed the

model that will produce results. We know better and take

the time to identify the real thought leaders and the outside

experts who have a unique perspective.

• Introducing new ideas. We never sit back and settle for

the tried and true.

• Ensuring you hear from a variety of speakers and

experts. We deliberately include as wide a range of

experience as possible—start ups, government

depart-ments, financial institutions, manufacturers—we know that

your world is complex and changing fast so present you

with the best examples of change so you can choose what

will work for you.

• Focusing on people. Even though change is digital,

people are analogue. And at the end of the day it is people

who make change.

Connect with other

senior change

leaders from

across Canada

Change management is an essential

business skill, and this conference

provides senior level contacts and

information of particular value to vice

presidents, directors, and senior

managers of:

• human resources

• risk management

• social media

• finance

• information technology

• crisis management

• communications

• project management

• service delivery

• business strategy

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Agenda

AT A GLANCE

7:30 a.m. Registration and Continental Breakfast 8:00 a.m. Opening Remarks from the Chair 8:30 a.m. Plenary Session 1

9:30 a.m. Plenary Session 2 10:30 a.m. Networking Break 11:00 a.m. Plenary Session 3

12:00 p.m. Luncheon for Speakers and Delegates

1:00 p.m. Plenary Session 4 2:15 p.m. Plenary Session 5 3:00 p.m. Refreshment Break 3:15 p.m. Plenary Session 6

4:00 p.m. Closing Remarks from the Chair 4:15 p.m. Day 1 Adjourns

DAY 1

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Wednesday, May 4, 2016

7:30 a.m. Registration and Continental Breakfast 8:00 a.m. Opening Remarks from the Chair

John Brewer, Executive Program Developer, The Conference Board of Canada

8:30 a.m. Plenary Session 1

Using Digital Technology to Encourage Innovation and Engagement

Jessica Weisz, Chief Client Officer, SoapBox

Daniela Crivianu-Gaita, Chief Information Officer, Gamma-Dynacare Medical Laboratories

Our 2015 Change event ended with Brennan McEachern from SoapBox sharing how his organization’s crowdsourcing tool can help harvest ideas from employees, evaluate them and then put the best ones into action. It seems appropriate to start our 2016 event where 2015 ended as we begin the discussion on the future of change. And it seems appropriate that rather than begin with the big picture of how digital technology is disrupting organizations, industries and potentially whole economies, we open with an example of how these technologies can help organizations change and keep pace with the speed and complexity of the world at large.

Daniela Crivianu-Gaita will join Jessica Weisz in this discussion to talk about her organization’s use of Soapbox, and how more generally Dynacare are responding to disruptive change.

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DAY 1 / Wednesday, May 4, 2016

Disruption Up Close and Personal I—Panel Session Featuring Some of Toronto’s Top Startups

Jordan Ekers, Partner and Vice President, Business Development, Nudge Rewards

Jane Wang, Chief Executive Officer, Optimity

Dr. Hossein Rahnama, Director, Research and Innovation Digital Media Zone, Ryerson University

Much of the discussion of disruption revolves around a few new large successful organizations that are transforming industries. The usual suspects are Uber, Airbnb and Tesla among others.

This session will explore digital disruption through the eyes of the next generation of startups.

Based out of DMZ at Ryerson University, the three organizations on this panel represent the potential of digital technology. Nudge Rewards focuses on team motivation and performance, Optimity offer a wellness tracking app for employees, while Flybits specializes in the delivering of exceptional mobile experiences.

This will be a wide-ranging discussion that will revolve around the following six questions

1. What is it you do?

2. How might your work change how we all work? Or how we live, work and play?

3. What for you are the key drivers of innovation? 4. How might your work help people manage change?

5. As start up companies what do you think larger organizations can learn from your culture?

6. What disruption scares you?

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Using Social and Digital Media for Communicating and Spreading Change and Innovation in the Hospital Setting and Financial Services

Irene Andress, Chief Nursing Executive, Program Director ER/Medicine/ Nursing Resource Team, Toronto East General Hospital

Irene Andress is a member of the TEGH senior executive and makes use of social media and video technology to complement her leadership style—particularly in how she engages with the 700+ nurses at the hospital and with external stakeholders, including professional associations and fellow nurse leaders.

In this session she will share her perspective on how social media and technology not only helps spread innovation and engages with today’s health care providers, but also plays an important role in change management and spreading best practices in health care.

12:00 p.m. Luncheon for Speakers and Delegates 1:00 p.m. Plenary Session 4

The Decoded Company: Assessing the Impact of Digitization on Markets, Organizations and Individuals

Jay Goldman, Managing Director, Sensei Labs, Klick, Inc.

Meet Jay Goldman, co-author of the New York Times Bestseller The Decoded Company as he reveals how a growing number of industry-leading companies are turning the big data lens inward, decoding

employee work data in the same way that Facebook, Netflix, Spotify and other apps decode customer data to personalize, simplify and enhance the user experience.

Explore how progressive companies like Google, Starbucks and Whole Foods are using technology as a coach and data as a sixth sense. Learn how they are tapping into the analytical potential that exists inside every company to engineer vibrant cultural ecosystems to engage and

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2:15 p.m. Plenary Session 5

Moving to the Cloud: Case Study in Building an Agile Organization at The Municipal Property Assessment Corporation (MPAC)

Nicole McNeill, Chief Financial Officer & Vice-President, Corporate Services, Municipal Property Assessment Corporation

Chris Devadason, Cloud Computing Practioner

One of the major digital developments that organizations have adapted to in recent years is the shift to cloud computing.

This session will look at cloud computing and change from two perspectives.

Firstly you’ll hear about the logic of going to the cloud as it frees up resources to focus on more strategic aspects of your business. And also some of the challenges of transition.

But the bulk of the session will focus on the cultural aspects of moving to cloud in an IT department of 160 people. This will include discussion of how to engage people in the change process who are rightly proud of the more traditional approaches that have worked in the past.

3:00 p.m. Refreshment Break 3:15 p.m. Plenary Session 6

Case Study: Electronic Records Management at OLG

Gary Slye, Senior Manager, Change Management, Ontario Lottery and Gaming Corporation

Paul Fisher, Director, Enterprise Document Records Management, Ontario Lottery and Gaming Corporation

OLG has been developing an Electronic Document and Records Management system to meet new legislative compliance requirements while in the middle of a significant modernization transformation— moving gaming operations to service providers. This project required a comprehensive analysis of OLG’s existing electronic documents to determine a complete inventory of records and a proposed retention scheme.

EDRM touched everyone in the organization. For example, records cannot be stored on an email server, so all emails that were deemed records needed to be converted to a PDF and saved in a shared drive. This required a significant investment in engagement in order to ensure compliance.

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This session will share some of the findings and lessons learned from a pilot project that will inform the final implementation. Topics for

discussion will be how to:

• Manage change on multiple fronts

• Gain acceptance for a change that might not have significant obvious benefits for end users

• Create change that is sustainable

• Apply a change management approach in a project based organization

4:00 p.m. Closing Remarks from the Chair

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Agenda

AT A GLANCE

7:45 a.m. Continental Breakfast

8:15 a.m. Opening Remarks from the Chair 8:30 a.m. Plenary Session 7

9:30 a.m. Plenary Session 8 10:15 a.m. Networking Break

10:30 a.m. Plenary Session 9 11:00 a.m. Plenary Session 10 11:45 a.m. Plenary Session 11

12:30 p.m. Closing Remarks from the Chair 12:45 p.m. Conference Adjourns

DAY 2

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Thursday, May 5, 2016

7:45 a.m. Continental Breakfast

8:15 a.m. Opening Remarks from the Chair

Mindfulness as a Disruptive Activity—And the Antidote

Michael Apollo, Program Director, Applied Mindfulness Certificate Program, University of Toronto

At a recent Conference Board Wellness Conference, Michael Apollo made the throwaway comment that we could think about mindfulness as a disruptive activity. Really? Surely it is the opposite, as the image comes to mind of sitting cross legged, eyes closed, breathing rhythmically…

Well perhaps there is another way to regard mindfulness. Taking a systemic approach to disruption Michael will reframe the discussion to explore how mindfulness creates awareness to disrupt our habitual patterns that take us away from the moment, to disrupt our

self-absorption from authentically connecting with a person, to disrupt group automaticity and “group think”, to disrupt a rigid, stagnant and highly autocratic environments within organizations.

And of course it remains a practice that can have a huge impact on how we respond to the stresses of change while increasing our awareness, focus and compassion. All skills vital to effective management of change in an age of disruption.

Disruption Up Close and Personal II—What Business Leaders Can Learn from Neuroscience & Divorce

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DAY 2 / Thursday, May 5, 2016

When business people speak of disruption they most frequently refer to dramatic unpredictable change in an organization, industry or economy. But what of individual disruption? What effect does complex change have on people and their performance?

To answer these questions it makes sense to look outside business at two different fields—neuroscience and family law. Because neuroscience offers us a view into the brain and the mind when people undergo

change, and family law speaks to one of the most disruptive events people ever experience.

Luckily Nathalie Boutet can speak about both.

In this session she will share what she has learned while working with people going through family breakups. Drawing on her legal experience and neuroscience studies she will talk about how loss and stress impacts decision-making, performance, memory, motivation and emotion. She will talk about the importance of self-care and how change managers can get better at spotting the signs of stress and overload and so better help colleagues and employees navigate disruptive change.

10:15 a.m. Networking Break 10:30 a.m. Plenary Session 9

Disruption up Close and Personal III—Lessons From the Front Line of Disruption

John Stackhouse, Senior Vice-President, Office of the Chief Executive Officer, RBC Financial Group

Few understand digital disruption better than John Stackhouse. From joining the Globe and Mail as a business writer to his departure as Editor-in-chief in 2014 he participated in in an industry going through a wrenching change. During those years the print industry saw it’s revenue disrupted by the likes of Craigslist while journalists found themselves under threat from bloggers and emerging outlets such as Huffington Post—and this was before social media exponentially accelerated and democratized news coverage.

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DAY 2 / Thursday, May 5, 2016

Developing Future Leaders For the Future Workplace

Linda Bogoch, Program Director, Royal Bank of Canada

Disruptive, pervasive change creates extra challenges for leaders in organizations. This is particularly so in large complex organizations such as financial institutions whose cultures, values and brand are built on stability and trust.

In this session Linda Bogoch will discuss RBC’s leadership development strategy and how it exposes emerging leaders to a variety of experiences across the enterprise and so helps to increase their understanding of the business as a whole and so better anticipate and respond to change in the future.

Building A Learning Culture

Sandeep Aujla, Director, Corporate Learning and Organizational Development, St. Joseph’s Health Centre Toronto

Referencing her work creating a learning culture at St Joseph’s health centre and her teaching of The Human Dynamics of Change

Management at McMaster, Sandeep will close the event with a reflection on how change managers need to approach the future as the challenges on organizations and individuals multiply, intensify and become ever more complex.

This session will include discussion of:

• Wicked problems and how to address them • Creating champions and communities of practice • Identifying and leveraging positive deviance • Capturing everyone’s learning and building on it

12:30 p.m. Closing Remarks from the Chair

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Registration

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Conference fees don’t include accommodations. Please contact the hotel directly for reservations, and mention

The Conference Board of Canada to receive the preferred rate of $179, available until April 4, 2016. Should you need to

cancel your reservation, you must do so 72 hours prior to arrival to avoid penalty of one night room and tax.

Fees Before Mar 4, 2016 Before Apr 4, 2015 After Apr 4, 2015 Individual $1,655 $1,755 $1,855 Team of 2 $2,895 $3,070 $3,245 Team of 4

(4th person comes for free)

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Your registration in this event includes the sessions, continental breakfasts, breaks, luncheon, and a link to speaker presentations.

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Registration Form

Change Management 2016: 3D Change—Digital, Disruptive, Dispersed

MAY 4–5 2016 • TORONTO

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Your registration in this event includes the sessions, continental breakfasts, breaks, luncheon, and a link to speaker presentations.

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We’d like to thank our generous sponsor for their contribution to this event.

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