CFO of the Future - ICAS
The CFO of the Future series is aimed at existing and aspiring Chief Financial Officers (CFOs). These five one-day modules can be taken separately or as an entire course spread through the year.
Overview
- Price
- Online Live from £454.80Price includes VAT
Choose your courses
Module 1 - Finance Leadership ICAS
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.- No extra learning materials
Module 2 - Strategic Management ICAS
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.- No extra learning materials
Module 3 - Cost & Profitability Analysis ICAS
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’.- No extra learning materials
Module 4 - Flexible Planning & Rolling Forecasts ICAS
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.- No extra learning materials
Module 5 - Best Practice Measurement & Reporting ICAS
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.- 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.
Learning Outcomes
By the end of this course, you will be able to:
Develop a clear vision and roadmap for finance, setting direction and aspirations for the function
Improve finance efficiency by cutting out low-value activities, increasing quality, and reducing costs of operation
Create a stronger value focus within finance to respond more effectively to management needs
Enhance finance effectiveness by positioning finance as a trusted business partner
Recognise the elements of an effective and balanced finance team, including team types, roles, and behaviours
Design and apply a finance scorecard to set goals, action plans, and measure performance progress
Course Coverage
This course will cover:
Developing a vision and roadmap for finance
Improving finance efficiency: reducing low-value work, increasing quality, and cutting costs
Building a value-focused finance function responsive to management needs
Enhancing finance effectiveness: creating a trusted business partner role
What constitutes an effective, balanced finance team: team types, roles, and behaviours
Designing and using a finance scorecard to drive performance and measure progress
Case examples 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.
Learning Outcomes
By the end of this course, you will be able to:
Define mission, vision, values, and strategy, and explain how they shape organisational direction
Use strategy mapping to identify and track the strategic KPIs needed to achieve the vision
Recognise intangible assets and key value drivers that improve organisational performance
Apply the three classic customer value propositions to establish a clear strategic position and align processes and measures
Analyse and compare different growth strategies using tools such as PEST, SWOT, Ansoff’s Matrix, and Porter’s frameworks
Understand shareholder value, how it is measured, and the factors that drive it
Identify different categories of business risk and apply them to management and investment decisions
Evaluate business and strategic risk through hands-on case study analysis
Course Coverage
This course will cover:
Mission, vision, values, and strategy – what they are and their role in driving the organisation
Strategy mapping and identifying strategic KPIs
Intangible assets and key value drivers for performance improvement
Customer value propositions and aligning processes and measures
Growth strategies and strategic audit tools: PEST, SWOT, Ansoff’s Matrix, Porter’s strategies
Shareholder value: definition, measurement, and drivers
Categories of business risk and their application to management and investment decisions
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’.
Learning Outcomes
By the end of this course, you will be able to:
Apply lean practices, including value stream costing, target costing, and lean accounting, to improve efficiency and eliminate waste
Use process maps and cost drivers to identify and eliminate non-value-adding costs
Adapt lean techniques to both manufacturing and service organisations
Identify strategic and profitable products and customers, and address those that do not contribute value
Reduce expenses across functions such as travel, marketing, and IT using benchmarking, shared service centres, internal markets, outsourcing, and peer scrutiny
Draw practical insights from case examples across a wide range of organisations
Course Coverage
This course will cover:
Lean practices: value stream costing, target costing, and lean accounting
Process mapping and cost drivers to eliminate non-value costs
Lean applications in manufacturing and service organisations
Identifying strategic and profitable products and customers
Managing unprofitable products and customers
Cost reduction techniques: benchmarking, shared service centres, internal markets, outsourcing, and peer scrutiny
Case examples from diverse organisations
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.
Learning Outcomes
By the end of this course, you will be able to:
Identify the key elements of a well-constructed business plan
Set meaningful goals based on relative performance and align rewards accordingly
Apply advanced forecasting techniques, both statistical and non-statistical, to reduce error and improve accuracy
Recognise the importance of macroeconomic reviews in the business planning and forecasting process
Build a more dynamic planning process using tools such as scenario planning and rolling forecasts
Design and implement alternative budgetary methods, including zero-based, activity-based, and output-based budgeting
Draw practical lessons from case examples across a range of organisations
Course Coverage
This course will cover:
Key elements of a well-constructed business plan
Setting goals and aligning rewards based on relative performance
Advanced forecasting techniques to reduce error (statistical and non-statistical)
Conducting regular macroeconomic reviews prior to planning and forecasting
Building dynamic planning processes, including scenario planning
Designing and implementing rolling forecasts
Alternative budgetary methods: zero-based, activity-based, and output-based
Case examples from a wide range of organisations
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.
Learning Outcomes
By the end of this course, you will be able to:
Transform ineffective or “dumb KPIs” into meaningful intelligence using business analytics and corporate performance management tools
Design clear and impactful “reports on a page” and make effective use of trends in performance data
Develop team-based scorecards that align measures and rewards with organisational objectives
Use benchmarking and peer-to-peer comparisons to drive continuous improvement
Recognise and avoid unintended consequences, such as conflicting measures and adverse human behaviours
Improve communication by opening up the information system and presenting results more effectively
Set ambitious, stretched goals to encourage higher levels of performance
Course Coverage
This course will cover:
Turning “dumb KPIs” into intelligence with business analytics and performance management
Designing “reports on a page” and using trend analysis
Creating team-based scorecards and aligning measures and rewards
Benchmarking and peer comparisons for continuous improvement
The law of unintended consequences: avoiding conflicts of measures and negative behaviours
Opening up information systems and communicating results effectively
Goal setting and the use of stretched goals
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