In this expanded pre-conference workshop learn to evaluate all potential options such as modernizing one piece at a time, or the whole line; building or relocating whole plants; increasing overall capacity at one location may allow for closing other locations; and take a look at the global and strategic view.

Learn the process of capital equipment justification to realize operational benefits for your company.

1:00 pm			The Finance Function
1:30 pm			Interaction between Financing & Investment Decisions
			Review objectives
			Making customers happy
			Keeping employees satisfied and safe
			Increasing profitability of operations
			Maintaining good relations with lenders Financial metrics will generally focus on value from the perspective of shareholders
2:00 pm			IRR (Internal rate of Return) and Opportunity Cost
2:30 pm			Use of Capital Budgeting Rules in Practice
			Forecasting Cash Flows
2:30 pm			Break
3:00 pm			Business Case Study
			New machine evaluation & old machine financials, analysis, interactions, output & evaluation
4:30 pm			Value of Equity
5:00 pm			Adjourn

Trust-related problems like redundancy, bureaucracy, fraud, and turnover put the skids on productivity, divert resources, squander opportunities, and chip away at a company’s brand. On the other hand, leaders who make building trust in the workplace an explicit goal of their jobs elevate trust to a strategic advantage—accelerating growth, enhancing innovation, improving collaboration and execution, and increasing shareholder value.

In this highly interactive workshop leaders at all levels in the real work of identifying and closing the trust gaps that exist in your organization.

The Speed of Trust is a program is designed to help leaders evaluate the relevance of The Speed of Trust for their team or organization. In this fast paced work session, leaders will identify common organizational objectives and how the Speed of Trust Transformation Process can be leveraged to create a culture of TRUST. By framing trust in economic terms you will establish a new paradigm for achieving results. Trust always affects two measurable outcomes – speed and cost. When trust goes down, speed goes down and cost goes up. This creates a Trust Tax. When trust goes up, speed goes up and cost goes down. This creates a Trust Dividend. It’s that simple, that predictable.

Trust is more than a nice-to-have, soft, social virtue, it is a hard-edged economic driver. Trust—more than Euros, Yen, or dollars—is the currency of the new, global economy. High trust increases speed and reduces cost in all relationships, interactions, and transactions. High trust also increases value – value to shareholders and value to customers. The data supporting this is compelling. In a Watson Wyatt 2002 study, high-trust organizations outperformed low-trust organizations in total return to shareholders by 286 percent. High-trust organizations also consistently create and deliver more value to their customers through -- accelerated growth, enhanced innovation, improved collaboration, stronger partnering, better execution, and heightened loyalty. This customer value, in turn, creates more value for other key stakeholders. Look at what’s happening in our financial markets today, where there’s a crisis of trust at its core. In reality, trust not only makes the markets work—trust makes the world go ‘round. Take away trust, and everything grinds to a halt.

We define leadership as “getting results in a way that inspires trust.” The first job of any leader is to inspire trust; the second job is to extend it. Extending trust is the behavior that separates leaders from managers. The vast majority of managers are better at managing than they are at leading. As a result, most organizations today—business, government, and education—are “over managed” and “under led.” Real leadership doesn’t happen without followers, and people don’t follow managers they don’t trust. Managers aren’t trusted when they’re not credible or when they behave in ways that dilute trust. So how do we fix this leadership vacuum? It all comes back to the credibility and behavior of the individual. When a person is not credible, no amount of “take charge bravado” will compensate for their lack of credibility.

Trust is both a noun and a verb. Trust as a noun refers to an outcome, a value, a state of being. But trust as a noun is a direct result of trust the verb—the behaviors and actions we take that create and inspire that state of being. In other words, trust the verb is a competency—a leadership skill that can be developed! It is a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing. The Speed of Trust is the road map to establishing trust on every level, building character and competence, enhancing credibility, and creating leadership that inspires confidence.