Overview:
Most key information flows pass through the finance function. Yet reporting by finance is primarily directed towards financial outcomes (representing a snapshot in time) rather than non-financial business drivers of those outcomes along with trends, causal factors and recommended remedial actions. Effective management decisions can only be taken, not as a “kneejerk” reaction to the financial outcomes, but, by understanding and managing the non-financial drivers of them. This course looks at how the finance function can add huge value through more intelligent measurement and reporting.
Key features:
- What makes a performance measure great? - Turning Management Information into Management Intelligence
- What do managers want and need in reporting?
- Having a cause and effect understanding of key business drivers and the resultant financial outcomes
- Combining financial and non-financial measures – scorecards and dashboards
- Ensuring coherence of measures and avoiding unintended consequences
- Identifying and overcoming organisational and human barriers to effective measurement
What will I get out of this course?
Understanding how we can best use the knowledge and data available to us in creating truly effective performance measurement frameworks and compelling management reporting.
Who should attend?
Finance directors, financial controllers, finance analysts and any finance staffs whose responsibilities bring them into contact with reporting and/or performance measurement.
Speaker:
John McKenzie
John has held a variety of roles in F&A, manufacturing, sales, marketing & business development with 21 years in the automotive sector with Ford & Unipart, then 12 years in the IT sector with Armstrong Laing & SAS.
He now pursues freelance lecturing, consulting and writing. In 2008, his first book, ABC/M to the Max was published and has spoken at over 500 public conferences and seminars worldwide.
He has lectured for the Management Centre of Europe and currently lectures, as an acknowledged subject matter expert, for major accounting bodies both U.K and abroad on, business planning, budgeting and forecasting, strategic accounting, strategic planning, ABC/M, margin management, change management, cost management, shareholder value and performance measurement.
Amongst many clients he has worked for are The World Bank, DHL, Barclays, Oracle, Cisco, British Airways, UBM, Mercer HR, Tetrapak and Pfizer.