CFO of the Future Intensive Workshops 2012

Learn how to transform your finance team into an award winning CFO team. See what best practice finance teams do well and now don’t do at all. Explore in depth the 23 strategic business management tools and techniques that can be used to make the finance team more focused and ensure that they are able to be proactive. Areas to be discussed include:

• Introduction to the role of CFO in 2015
• The role of strategic planning and how to involve finance
• The new budgeting/forecasting approach
• The developing hierarchies of business performance management and reporting
• Implementing improved revenue and cost management approaches.

Critical to your success will be direct involvement and/or management of your strategic planning tasks. This session focuses on the tools and techniques for CFOs to achieve this position. Areas to be explored include:

• The Blue/Red Ocean strategy approach and how to adapt this to your organisation’s strategic position and business plan
• Review the ‘Visioning Tomorrow Today’ strategic planning techniques and its applicability to your organisation
• Developing 10 strategic programs for your business going forward using a 2 x 2 SWOT Analysis and 3 X 3 SWOT Action Plan
• Preparing a strategic scorecard and operational scorecard for your business
• Integrating and operationalising the strategic scorecard and strategic plan
• Develop your organisation’s ‘plan-on-a-page’.

Budgeting for periods past the current year and updating them for important subsequent events are now common practice, as is the technology to facilitate this.

This session explores:

• Reassessing your current budget model
• Considering how to ‘sell’ and then adopt a rolling quarterly forecast (RQF) model for upstream and downstream reporting
• Focusing on improved daily and weekly performance reporting to control performance and achieve a more strategic positioning
• Applying techniques to regularly report at Day 1 end of month
• Forecasting past the ‘Year End Wall!’

Be introduced to the ‘Measures That Matter’ research findings and its consequences for your organisation’s external and internal reporting frameworks. Consider the application of:

• The ‘Measures That Matter’ research findings to the organisation including the six Business Performance Management (BPM) Dimensions Model
• The corporate scorecard or dashboard and other non-financial indicator models in your organisation.

Also, view over 30 scorecards, dashboards or flash reports and the ‘Skandia’ Navigator Model of Performance Reporting, before developing your organisation’s business card report and then a ‘Report on a Page’ (ROAP).

The CFO of the future has a role in being a revenue supporter through creating and expanding the right business decisions and monitoring costs. There are various tools that can be used to conduct this. This session will consider:

• The practical application of the following strategic revenue techniques:
  • Strategic pricing
  • Target pricing
  • Product life cycle pricing
  • Premium pricing – when to discount and when not
  • Customer profitability analysis – managing the customer from hell.
• The latest effective cost and discretionary expense control and management tools, including:
  • Expense reduction analysis
  • Overhead valuation analysis
  • Service level agreements
  • Update on the tools for cost management traditionally used by the CFO.

Sustainability has rapidly become a corporate ‘license to operate’ issue or imperative. IFAC is moving towards an accounting requirement on the reporting of an organisation’s sustainability initiatives. The measurement, management and reporting of your organisation’s position and commitment to sustainability has become a major risk management issue. This session will review in detail:

• The sustainability debate and sustainability journey so far
• How to incorporate the external and internal accountability from the triple bottom line (TBL) measures
• The development of your organisation’s sustainability framework and select the measures to report
• The latest sustainability reporting models including the GRI G3 model and the Institute of Chartered Accountants, Australia BBBR Model.

View the new tools for the CFO to take charge of risk assessment and risk mitigation, including:

• Real option theory and use of strategic predictive analysis
• Scenario planning and sensitivity analysis as a risk management tool
• Other management approaches to risk management and risk mitigation.