CFO of the Future
The CFO of the Future workshops are aimed at existing and aspiring CFO's.
Overview
- Price
- Online Live from £882.00All courses Inc VAT and excludes exams
Choose your courses
CFO of the Future papers
Best Practice Measurement & Reporting
The CFO of the Future workshops are aimed at existing and aspiring CFO's (including finance directors/controllers/managers, strategic/business planners, mid-level finance staff and anyone responsible for improving the finance and planning operations) who want to improve their knowledge and performance. They are applicable to both the private and public sectors.- No extra learning materials
Cost & Profitability Analysis
The CFO of the Future workshops are aimed at existing and aspiring CFOs (including finance directors/controllers/managers, strategic/business planners, mid-level finance staff and anyone responsible for improving the finance and planning operations) who want to improve their knowledge and performance. They are applicable to both the private and public sectors.- No extra learning materials
Flexible Planning & Rolling Forecasts
The CFO of the Future workshops are aimed at existing and aspiring CFOs (including finance directors/controllers/managers, strategic/business planners, mid-level finance staff and anyone responsible for improving the finance and planning operations) who want to improve their knowledge and performance. They are applicable to both the private and public sectors.- No extra learning materials
Course structure
Finance Leadership will help you rise above the basic accounting routines and become a change leader who can transform finance into a best-in-class operation. It will guide you in making an honest assessment of how effective you are now and preparing a vision and road map of where you want to be in a few years’ time.
What will you learn?
How to develop a vision and road map for finance setting direction and aspirations
How to improve finance efficiency, cutting out low value added work, increasing quality and reducing cost of operation
How to create a value focus within finance and become more responsive to management needs
How to improve finance effectiveness, turning finance into a valued and trusted, true business partner
What constitutes an effective, balanced finance team- team types, roles and behaviours
Designing and using a finance scorecard to set goals and action plans for finance and to measure performance progress
Case examples are drawn from a wide range of organisations
Strategic Management will help you to become a key member of the strategy team at every level of the organisation. This means improving and using your knowledge of strategy tools (such as the balanced scorecard) and strategic decision making (how to allocate funds to the best opportunities) to enhance the strategy process.
What will you learn?
Mission, vision, values and strategy- what are they and how should they drive the organisation
Strategy Mapping to identify the Strategic KPI’s to be pursued to achieve the Vision
How to identify and focus on intangible assets and key value drivers to improve performance
How to use the three classic customer value propositions to agree your strategic position and align processes and measures
Differing growth strategies and strategic audit tools - PEST, SWOT, Ansoff’s Matrix, Porter’s growth strategies, etc.
Shareholder value - what it is, how it is measured and what drives it
Different categories of business risk and applying these to management and investment decisions
Hands on case study evaluating business and strategic risk within a business case
Cost & Profitability Analysis will help you to see beyond budgets and accounting statements to find where the deep cost reduction and profit-making opportunities are. This involves learning new practices and techniques, including ‘lean practice’ and ‘process mapping’ as well as the power of ‘transparent information’.
What will you learn?
How to learn from ‘lean’ practices (including value stream costing, target costing and lean accounting)
How to use process maps and cost drivers to identify and eliminate non-value costs
How to use lean practices in both manufacturing and service organisations
How to identify strategic and profitable products and customers (and deal with those that aren’t)
How to reduce expenses (such as travel, marketing, IT, etc.) using various techniques and practices including bench marking, shared services centres, internal markets, outsourcing and peer scrutiny
Case examples are drawn from a wide range of organisation
Many thought leaders believe that the present levels of uncertainty and turbulence are the new ‘normal’. That’s one of the reasons why they are saying that the annual planning and budgeting process no longer makes any sense (it also takes too long, costs too much and adds too little value). This workshop focuses on how do you break free from short-term targets and budgets and replace them with systems that enable the organisation to be more flexible.
What you will learn?
What are the key elements of a well constructed business plan
Setting goals based on relative performance and realignment of rewards
More advanced forecast capabilities to reduce error using simple statistical and non-statistical techniques
The importance of a regular macroeconomic review prior to business planning and forecasting
Building a more dynamic planning process (including scenario planning)
Designing and implementing true rolling forecasts Alternative budgetary methods – Zero based, Activity Based, Output
Based Case examples are drawn from a wide range of organisation
It is likely that your measures and reports are too slow, detailed and lack performance insights. Most managers don’t know where they are until two weeks after each month end. This workshop will help you to raise your game and provide your partners with fast, frequent and relevant information.
What you will learn?
How to turn “dumb KPIs” into intelligence using business analytics and corporate performance management
How to design ‘reports on a page’ and use trends
How to design team-based scorecards and align measures and rewards
Using comparisons (bench marking, peer to peer comparison) to drive continuous improvement
The law of unintended consequences and avoiding them – conflict of measures and adverse human behaviours
How to open up the information system and communicate results more effectively
Thinking big when goal setting – stretched goal
Why choose BPP for technial skills?
Ways to pay
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Most frequently asked questions.
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