Banking & Securities | Consumer Business | Energy & Resources | Federal & State Government | Financial Services | Health Care Plans, Providers & Life Sciences | Health Care Providers | Insurance | Manufacturing | Private Equity, Hedge Funds & Mutual Funds | Real Estate | Retail | Technology, Media & Telecom

• Six areas in which banks can leverage existing information to understand current and prospective profitability dynamics.
• New approaches to pricing products, managing customers, establishing policies, and implementing processes.
• Ways to create short-term profit improvement opportunities that support the business case for funding further program enhancements.

• How a merger or acquisition affects the customers of the participating banks.
• Key attrition drivers and actions to counteract them, including increased communication around the transition and minimizing account service changes.
• Fundamental enterprise-wide changes institutions can utilize to reduce attrition, including early identification of high-value clients, and relationship-based services and pricing.

• A multidisciplinary approach to structuring a green program that helps improve green ROI.
• How green remodeling may reduce operating expenses and potentially generate revenue.
• Financial incentives, government regulations, and tax benefits that drive companies to be more sustainable.

• The issues companies face in working collaboratively, including community creation and customer interaction.
• How collaboration improves information sharing and conversation between customers, employees, and trading partners.
• A case study of how Oracle promotes enterprise collaboration across its own sales processes.

• Accounting for carbon allowances and offsets.
• Tax and valuation issues presented by carbon markets.
• Carbon as a non-standard commodity and how it could affect commodities trading.

• A historical look at accounting rules on reserve disclosures.
• Key rule revisions, such as changing the pricing for reserve estimates, including nontraditional resources in reserves and permission to disclose probable and possible reserves.
• New techniques for estimating reserves.
• Valuation and tax considerations.

• Risk management models for energy companies versus end-users exposed to commodity prices.
• The impact on shareholder value, capital costs, and use of capital.
• Statistical relationships between markets that effectively drive a risk management program.
• The importance of accounting and business model alignment.

• Key trends and future insights on how the markets may continue to evolve.
• How to create safer and sounder markets and avoid future collateral damage from continued market turbulence.
• Business models that are likely to prosper in the new financial services marketplace.

• The benefits of IT transformation, including efficiency of services and civic engagement.
• Cost reduction strategies, including leveraging data center consolidation and cloud computing.
• Lessons learned from large government IT redesign projects.

• Defining and mitigating cyber risk for your organization.
• Government regulation – what are the boundaries?
• Global perspectives on addressing cyber threats and culture.

• Different models of comparative effectiveness used in developed health systems.
• Realities of implementing comparative effectiveness in the U.S., including the status of health reform efforts to advance comparative effectiveness.
• Implications for plans, providers, life science organizations, and government.

Special Edition Webcast: The Amended Federal False Claims Act: What Every Health Care Provider Needs to Know Now
July 10, 2:00 PM EDT (18:00 GMT)

Host: Steve Burrill, Partner - Deloitte & Touche LLP
1.5 Intermediate CPE Credit: Specialized Knowledge & Applications

In May, President Obama signed the Federal Enforcement and Recovery Act of 2009 (FERA). FERA increases funding for fraud enforcement and expands a provider’s potential liability under the Federal False Claims Act (FCA). How significant are these changes, and how might providers mitigate risk? We’ll discuss:

• The impetus for change.
• Principal impacts on providers, especially repayment obligations associated with overpayments.
• Common FCA violations and implications of the new amendments.
• The relationship between FCA, Stark Law and Federal Anti-Kickback Statute.
• Risk management measures.

• Emerging health care consumer expectations and ways of creating a clear vision for a differentiated patient experience.
• Conducting comparative performance analysis of patient perception metrics.
• Developing a roadmap for executing new patient-focused strategies.

• Considerations for designing a cost management program.
• Cost management program options and specific management tactics, including case studies.
• Why effective cost management can and should lead to spending reductions or increases, depending on the circumstances.

• New York State Insurance Department stress testing requirements and emerging trends.
• Proposals by the Obama Administration and Congress that would impact existing regulatory frameworks.
• The potential impact of systemic risk regulation on the insurance industry.

• Identifying business opportunities related to ARRA funds.
• Recognizing the right resources required to accommodate the shift.
• Rethinking the right business model and strategy for the public sector.

• How footprint optimization can help improve supply chain strategy, reduce risk, increase market share, and build a sustainable competitive advantage.
• Leveraging optimization to overcome resistance to change, sustain improvements, and accelerate benefits.
• Strategies for preserving more savings while potentially capturing significant tax benefits.

• Emerging regulatory issues, including the direction of Congress and the SEC and how regulatory initiatives could impact your business.
• Preparing for investigations and potential litigation.
• Developing and executing an enterprise risk framework – addressing operational, compliance, counterparty, and liquidity risks.

• Core business focus – aiming for profitable distribution channels, products, and clients and expanding outsourcing mandates.
• Simplifying the operating model – aggressively exploring the possibility of carve-outs and spin-offs.
• Optimizing available workforce levels to maintain effective risk and control environments.

• How enterprise cost management works.
• How to reduce costs immediately by managing spend and achieving cost savings.
• Why enterprise cost management is effective for real estate companies in today's environment.

• Why the buzz about communities continues – understanding the business appeal of blogs, wikis, and other social media.
• How innovative companies leverage communities and social media to aid product development, customer support, marketing, and brand building.
• Effective practices for developing successful communities and the metrics companies use to track outcomes.

• Why the examination of traditional secular trends no longer offers a complete picture of the changing world.
• Creating and measuring value in today's new knowledge economy.
• How leaders can steer a course for true north while helping minimize distraction from short-term events.

Download our
program guide
(PDF)