CFO Series: Growth Opportunities for CFOs: Value Added CFOs

Overview

Many CFOs place too much emphasis on external financial and statutory compliance reporting for government regulatory agencies and not enough on corporate performance management (CPM) methods including internal management accounting. The former is for valuation (e.g., inventories and COGS). The latter is for ocreating wealth value? to support better decisions. This course provides tools and information for how CFOs can transition from bean counters to bean growers. The best CFOs not only keep score, which is necessary, but they enable the organization to score more, which is much more valuable.

Highlights

The major topics covered in this course include:

Best practices for product, service line, channel, and customer profitability (using activity-based costing [ABC])
Strategy management using strategy maps, balanced scorecards and dashboards.
Process improvement using lean management with lean accounting.
Process improvement using quality management and cost of quality.
Capacity-sensitive driver-based budgeting and rolling financial forecasts.
Enterprise risk management (ERM)
Data science and analytics.

Prerequisites

At least six (6) months of professional financial statement analysis experience and familiarity with accounting principles and organizational performance improvement initiatives.

Designed For

Professionals interested in increasing the value they contribute to their organization. Corporate financial leaders, CEOs, CFOs, controllers, CPAs, accountants, board members, advisors, consultants and others interested in enhancing the bottom line and becoming more valuable to the organization.

Objectives

After attending this presentation, you will be able to...

Identify how to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process.
Distinguish how business analytics is an advance over business intelligence and where Big Data fits in.
Identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators (OPIs) in dashboards.
Calculate product, service-line, channel, and customer profitability for analysis, insights, and actions.
Apply "predictive accounting" for capacity-sensitive driver-based budgets / rolling financial forecasts, what-if analysis, and outsourcing decisions.
Identify how to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable.