By the end of this course, delegates will be able to:            

• Consider methods for improving management performance
• Gain insights into the successful implementation of teams
• Study the techniques for strategic planning
• Develop negotiation skills
• Analyze the Baldrige Award criteria for excellence
• Examine the application of management best practices.
• Identify best practices for the roles of CFO, controller, treasurer, and accountants in the content of, and relationships between, financial statements (income statement, balance sheet, and statement of cash flows)
• Discuss best practices in the use of financial statements to evaluate the financial / strategic performance of an organization.
• Utilise best practices in discounted cash flow (DCF) techniques and their application to financial decision-making.
• Identify best practices in corporate performance management using key success factors, weak financial signals, and strong financial signals in various industry sectors.
• Illustrate how best practices in EVA® (Economic Value Added), SVA (Shareholder Value Added), and RI (Residual Income) can be used to value competing strategies.
• Define best practices in the value creation/destruction process in mergers and acquisitions from the market perspective and signals to management from the market.
• Clarify best practices in the roles of directors, auditors, and others in their respective roles in corporate governance.
• Identify best practices in the various sources of financial and business data that provide insights into business and financial strategies.
• Identify best practices in the details of financial control, risk management, and financial reporting from the perspectives of the internationally recognized professional associations.
• Enhance personal networks of similarly minded high potential managers.

By the end of this course, delegates will be able to:            

• Consider methods for improving management performance
• Gain insights into the successful implementation of teams
• Study the techniques for strategic planning
• Develop negotiation skills
• Analyze the Baldrige Award criteria for excellence
• Examine the application of management best practices.
• Identify best practices for the roles of CFO, controller, treasurer, and accountants in the content of, and relationships between, financial statements (income statement, balance sheet, and statement of cash flows)
• Discuss best practices in the use of financial statements to evaluate the financial / strategic performance of an organization.
• Utilise best practices in discounted cash flow (DCF) techniques and their application to financial decision-making.
• Identify best practices in corporate performance management using key success factors, weak financial signals, and strong financial signals in various industry sectors.
• Illustrate how best practices in EVA® (Economic Value Added), SVA (Shareholder Value Added), and RI (Residual Income) can be used to value competing strategies.
• Define best practices in the value creation/destruction process in mergers and acquisitions from the market perspective and signals to management from the market.
• Clarify best practices in the roles of directors, auditors, and others in their respective roles in corporate governance.
• Identify best practices in the various sources of financial and business data that provide insights into business and financial strategies.
• Identify best practices in the details of financial control, risk management, and financial reporting from the perspectives of the internationally recognized professional associations.
• Enhance personal networks of similarly minded high potential managers.

People Management

• The importance of sociotechnical management
• Techniques for effective communication
• Motivating for results
• Enhancing your coaching skills
• Empowering employees for improved performance
• Characteristics of a successful manager

Leading Teams

• Obtaining the benefits of teamwork
• Characteristics of ineffective teams
• Characteristics of effective teams
• Managing conflict in a productive manner
• Understanding team member styles
• Creating a virtual team

Strategic Planning

• Analyzing the strategic planning process
• Achieving competitive advantage
• Utilizing dynamic SWOT analysis
• Focusing on vision and mission
• The importance of contingency planning

Negotiating for Results

• Gaining insight into the negotiating process
• Characteristics of an effective negotiator
• Developing negotiating strategies
• Employing persuasive negotiation techniques
• Achieving the benefits of effective negotiating

Operational Excellence

• The Malcolm Baldrige quality award-standard of excellence
• Lessons from the best performing companies
• Benchmarking your operation against the best
• Creating employee commitment
• Managing continuous improvement
• Creating the high performance organization

Getting Started with Best Practices in Finance and Accounting

• The role of financial management
• CFO, Treasurer, and Controller
• The role of functional management in respect to financial management
• The basic financial statements and their articulation
• Evaluating performance and why ROI/ROCE is still a good place to start
• Competitive perspectives related to financial statements
• Best practices in preparing, presenting and populating financial statements
• Identifying key success factors in industry sectors

Best Practices in Early Review and Projections of Strategy via Financial Statements

• Short-term success evaluations process and measures
• Weak signals for future strategic adjustments
• Buy, sell, or hold investments
• Best practices in financial review compared to targets and expectations
• Financial performance measurement systems
• Best practices in finding and using key accounting assumptions
• Compare business system to financial results

Best Practices in Annual Reports, Footnotes, and Corporate Governance

• Best practices in annual reports using IFRS, or other standards
• Role of exchange commissions and social policy
• Best practices in reconciling accounting standards and reporting
• Best practices in examining corporate governance and shareholder value as well as stakeholder value
• Benchmarking external reviews, industry reports and analyst reports
• Best practices in boards of directors and their move to financial literacy
• Benchmarking shareholder value measures

Best Practices in Industry / Financial Analysis and Balancing the Scorecard

• Best practices in asking financial managers to guide the understanding of an industry sector with ratios and other financial statements
• Benchmarking treasury management
• Cash, FOREX, working capital, and CAPEX
• Best practices in controllership
• Planning, control, costing, and profitability
• Benchmarking value creation from the controllership function
• Finding best practices in non-financial inputs to financial statements
• Activity based costing
• Time-based costing
• Competence based costing and financial analysis
• Where financial management fits into the balanced scorecard

Best Practices in Net Present Value Thinking and Next Generation Financial Modelling

• Best practices in NPV as the ultimate decision criterion
• Benchmarking the use of real options as a next generation best practice