Presentation on how Chartered Global Management Accountant® (CGMA®) designation holders have the skills and talent you need to transform your finance function.
Improving your finance business partneringJamie DAVIES
This document discusses how finance managers can lead their teams through change to become better business partners. It recommends assessing the current state and identifying challenges. Some common challenges are teams spending too much time on low-value tasks and lacking a clear understanding of how to add value. The document also recommends starting small by empowering teams to take ownership of areas they can already improve. It emphasizes having a strategic vision while also focusing on current opportunities. Building the right complementary skills across the team is also important for success. The overall message is that finance leaders need to clarify expectations, identify where value can be added, and make incremental changes through empowering teams and continuous improvement.
Deciding the best strategy for your finance SSCJamie DAVIES
This document discusses factors to consider when deciding if a shared services center (SSC) model is right for an organization. It outlines four main factors: 1) having a clear business case beyond just cost savings, 2) engaging stakeholders to gain their support for potential changes in service, 3) ensuring strong leadership and structure are in place to manage the SSC successfully, and 4) being prepared to invest in change management resources and skills training. The document also provides tips for a successful SSC implementation such as piloting the first transition, planning for extensive post-go live support, focusing on developing people, and limiting the initial scope.
This document provides a summary of David Shelton's career and qualifications. It includes his contact information and an overview of his 20+ year career in consulting services and executive roles. Key highlights include doubling annual revenue through process efficiencies, reducing IT costs by over 50% through outsourcing, and improving project performance by implementing a project office aligned with PMI standards. The document also summarizes Shelton's leadership style, approach to challenges, benefits of his broad experience, and greatest career lesson about effective communication.
The Weidenhammer Consulting Group provides strategic consulting services to senior executives to help identify opportunities and execute strategies that deliver business value. Their consultants have over 125 years of combined experience across various industries including manufacturing, logistics, financial services, IT, and financial management. They use an agile consulting framework and follow a process that incorporates transformational ideas, strategic thinking, planning, and changes across technology, workforce, finance, and operations areas.
The Weidenhammer Consulting Group provides strategic consulting services to senior executives to help identify opportunities and execute strategies that deliver business value. Their consultants have over 125 years of combined experience across various industries including manufacturing, logistics, financial services, IT, and financial management. They use an agile consulting framework and follow a process that incorporates transformational ideas, strategic thinking, planning, and changes across technology, workforce, finance, and operations areas.
Gregory Rubenstein has over 35 years of experience in data processing, business leadership, and technology solutions. He holds an A.A.S. in Business Data Processing and a B.L.S. in Economics and Business. Rubenstein is a solution-focused leader who can harmonize disparate ideas into actionable strategies while achieving both immediate results and long-term goals. His core competencies include datacenter operations, regulatory compliance, mergers and acquisitions, new product development, and business process reengineering. Throughout his career, Rubenstein has successfully led many projects, such as implementing EMV card production, acquisitions, and system improvements that increased processing speeds and reduced costs.
Improving your finance business partneringJamie DAVIES
This document discusses how finance managers can lead their teams through change to become better business partners. It recommends assessing the current state and identifying challenges. Some common challenges are teams spending too much time on low-value tasks and lacking a clear understanding of how to add value. The document also recommends starting small by empowering teams to take ownership of areas they can already improve. It emphasizes having a strategic vision while also focusing on current opportunities. Building the right complementary skills across the team is also important for success. The overall message is that finance leaders need to clarify expectations, identify where value can be added, and make incremental changes through empowering teams and continuous improvement.
Deciding the best strategy for your finance SSCJamie DAVIES
This document discusses factors to consider when deciding if a shared services center (SSC) model is right for an organization. It outlines four main factors: 1) having a clear business case beyond just cost savings, 2) engaging stakeholders to gain their support for potential changes in service, 3) ensuring strong leadership and structure are in place to manage the SSC successfully, and 4) being prepared to invest in change management resources and skills training. The document also provides tips for a successful SSC implementation such as piloting the first transition, planning for extensive post-go live support, focusing on developing people, and limiting the initial scope.
This document provides a summary of David Shelton's career and qualifications. It includes his contact information and an overview of his 20+ year career in consulting services and executive roles. Key highlights include doubling annual revenue through process efficiencies, reducing IT costs by over 50% through outsourcing, and improving project performance by implementing a project office aligned with PMI standards. The document also summarizes Shelton's leadership style, approach to challenges, benefits of his broad experience, and greatest career lesson about effective communication.
The Weidenhammer Consulting Group provides strategic consulting services to senior executives to help identify opportunities and execute strategies that deliver business value. Their consultants have over 125 years of combined experience across various industries including manufacturing, logistics, financial services, IT, and financial management. They use an agile consulting framework and follow a process that incorporates transformational ideas, strategic thinking, planning, and changes across technology, workforce, finance, and operations areas.
The Weidenhammer Consulting Group provides strategic consulting services to senior executives to help identify opportunities and execute strategies that deliver business value. Their consultants have over 125 years of combined experience across various industries including manufacturing, logistics, financial services, IT, and financial management. They use an agile consulting framework and follow a process that incorporates transformational ideas, strategic thinking, planning, and changes across technology, workforce, finance, and operations areas.
Gregory Rubenstein has over 35 years of experience in data processing, business leadership, and technology solutions. He holds an A.A.S. in Business Data Processing and a B.L.S. in Economics and Business. Rubenstein is a solution-focused leader who can harmonize disparate ideas into actionable strategies while achieving both immediate results and long-term goals. His core competencies include datacenter operations, regulatory compliance, mergers and acquisitions, new product development, and business process reengineering. Throughout his career, Rubenstein has successfully led many projects, such as implementing EMV card production, acquisitions, and system improvements that increased processing speeds and reduced costs.
The document discusses the role of the CFO and how Scientrix helps CFOs and organizations. The CFO's role has expanded and they are now more involved in strategy, operations, and performance, while ensuring regulatory compliance. Scientrix uses a matrix approach to help organizations align finance functions, cascade strategies, and monitor performance to create shareholder value in a balanced way. It provides tools on its online platform for collaboration, management, and sharing information to support organizational success.
The document discusses the evolving role of HR directors to now be key executives and strategic partners within organizations. It outlines five priority areas for C-suites in 2015 according to a survey, and how HR directors can contribute in three of these areas: talent management, strategic planning/risk management, and improved analysis. The document emphasizes the need for HR directors to rely on data analytics and demographic analysis to develop solutions and make recommendations to the C-suite based on facts and ROI. HR directors are encouraged to obtain new SHRM certifications to strengthen their competencies in both technical and behavioral areas to better serve as strategic partners.
This document provides a summary of an executive's experience including:
- Building new teams and implementing processes to improve operations and reduce costs at several companies.
- Turning around underperforming teams and addressing revenue backlogs.
- Providing financial and administrative leadership while managing remote global teams.
- Negotiating contracts and leases to reduce expenses and improve margins.
Effective and successful training manager requirements clive suryClive Sury
The document outlines the requirements for an effective training manager, including knowledge of company operations, functions of the training department, and skills such as presentation skills, communication, project management, and analytical skills. An effective training manager must also have strategic thinking abilities, integrity, and be approachable, enthusiastic, and able to work under pressure.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
Performance Management for elected membersBridget Harris
Drawing on the Councillor's Guide to Performance Management (IDeA 2009) this session covers all the basics of what performance management is and how best councillors can tackle their role.
The document summarizes the services provided by The Fahrenheit Group, a management consulting firm that helps businesses achieve strategic growth. They provide expertise in areas such as finance, business strategy, talent acquisition, and leadership to help clients meet challenges and maximize opportunities for growth. Their team of experienced consultants works with clients across many industries to improve operations, drive value, and execute initiatives.
Eight Pillars Of Strategic Relationship PlanningGUY FLEMMING
The document outlines eight pillars of strategic relationship planning: strategic focus, revenue growth, talent development, cost performance, process optimization, matrix effectiveness, competitive differentiation, and corporate reputation. It describes strategic relationship planning as transforming organizations' valuable relationships into quantifiable performance and results through areas like closing the strategy-execution gap, accelerating revenue growth, developing talent, optimizing costs, building repeatable processes, improving cross-functional coordination, differentiating in the marketplace, and strengthening reputation with stakeholders. The goal is to achieve relationship economics through systematically managing relationships.
Dynamic Advisory Solutions provides CFO, controller, and turnaround consulting services to help businesses account for financial performance, meet reporting requirements, and make good economic decisions. They specialize in working with companies that lack financial information, spend too much time on accounting, or struggle to achieve objectives or meet bank standards. Their services include monthly financial statements, activity-based budgeting, dashboards, scorecards, and staff training.
The document discusses CEO and executive coaching services offered by Conceptlogic that can help businesses grow by assisting newly appointed CEOs and executives with leadership, strategic planning, sales and marketing, finance, operations, and other areas of business management. It provides an overview of common challenges faced by CEOs and executives that coaching can help address, as well as topics and areas the company's coaching expertise covers to help clients succeed.
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Program management consultants in kansasRoger Bluteau
Roger Bluteau is a non-profit association created to promote and accredit project management and support professionals whose activity is developed in the United States.
Management Reporting and Innovation - IPA Conference 2015Chris Catto
Management Reporting that Drives Innovation and Entrepreneurship. IPA NSW Conference Presentation on how Management Reporting can be a catalyst for innovation.
Elevating the Role of the CIO to Strategic Business PartnerChangepoint
The document discusses elevating the role of the CIO to a strategic business partner. It outlines an IT investment lifecycle with key phases including capturing business demands, prioritizing projects, delivering projects to track goals, assessing impact, and communicating across the business. It notes that while many CIOs want this strategic role, few have adopted it, and C-suite peers often don't see CIOs as enabling strategic decision making. The lifecycle aims to ensure IT investments are properly prioritized and aligned to business goals and deliver value, while managing risks such as misaligned projects or goals. Future CIOs must serve as strategists, take calculated risks, manage IT portfolios, and maintain risk visibility.
The document discusses advisory boards and their role in providing guidance, growth, and governance to businesses. An advisory board is an informal group of professionals that advises executive management on strategic issues. Unlike a board of directors, an advisory board does not have voting power or legal responsibilities. The advantages of an advisory board include strategic advice, a 360-degree perspective, overseeing strategic execution, and risk assessment. Advisory boards can guide businesses through different growth stages, improve operations, explore new strategies and markets, and ensure good corporate governance practices.
Jade Global’s Human Capital Management (HCM) Health Check offering provides you with a broad assessment of your current Human Resource Information System (HRIS).
The document summarizes Think Talent Services' NEWS coaching framework, which is based on over 25 years of international experience. The NEWS model focuses on three generations of coaching: individual development, strategic-level benefits, and the coach's own learning. It uses a compass-based model (N.E.W.S.) addressing direction, motivation, planning/execution, and limitations. Think Talent offers various coaching products and solutions in India applying this framework, including workshops, executive coaching, and organizational coaching culture development. Benefits include a systematic and reproducible navigation process, clear results and roadmaps, and deployment of coaching at large scale.
The document discusses the Balanced Scorecard performance management system used by the City of West Des Moines. It uses four perspectives - serving customers, managing finances, improving processes, and supporting employees - to evaluate organizational strategy. It aims to make the city's strategy more strategic and proactive rather than tactical and reactive, with more employee participation. Next steps include better linking the scorecard to budgets and goals, and more integration between departmental and citywide scorecards.
The document discusses building organizational performance through developing a high performance culture, leadership, and teams. It emphasizes measuring performance accurately, diagnosing gaps, designing integrated solutions, and ensuring learning transfers to application. Key aspects include aligning business strategy and capabilities, developing talent through a leadership pipeline, and engaging employees by linking learning to goals.
As #procurement transformation is building up with technologies like #BlockChain and #RPA, the role of a #CPO is undergoing a transformation as well. Here's how we see it:
The document discusses the role of the CFO and how Scientrix helps CFOs and organizations. The CFO's role has expanded and they are now more involved in strategy, operations, and performance, while ensuring regulatory compliance. Scientrix uses a matrix approach to help organizations align finance functions, cascade strategies, and monitor performance to create shareholder value in a balanced way. It provides tools on its online platform for collaboration, management, and sharing information to support organizational success.
The document discusses the evolving role of HR directors to now be key executives and strategic partners within organizations. It outlines five priority areas for C-suites in 2015 according to a survey, and how HR directors can contribute in three of these areas: talent management, strategic planning/risk management, and improved analysis. The document emphasizes the need for HR directors to rely on data analytics and demographic analysis to develop solutions and make recommendations to the C-suite based on facts and ROI. HR directors are encouraged to obtain new SHRM certifications to strengthen their competencies in both technical and behavioral areas to better serve as strategic partners.
This document provides a summary of an executive's experience including:
- Building new teams and implementing processes to improve operations and reduce costs at several companies.
- Turning around underperforming teams and addressing revenue backlogs.
- Providing financial and administrative leadership while managing remote global teams.
- Negotiating contracts and leases to reduce expenses and improve margins.
Effective and successful training manager requirements clive suryClive Sury
The document outlines the requirements for an effective training manager, including knowledge of company operations, functions of the training department, and skills such as presentation skills, communication, project management, and analytical skills. An effective training manager must also have strategic thinking abilities, integrity, and be approachable, enthusiastic, and able to work under pressure.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
Performance Management for elected membersBridget Harris
Drawing on the Councillor's Guide to Performance Management (IDeA 2009) this session covers all the basics of what performance management is and how best councillors can tackle their role.
The document summarizes the services provided by The Fahrenheit Group, a management consulting firm that helps businesses achieve strategic growth. They provide expertise in areas such as finance, business strategy, talent acquisition, and leadership to help clients meet challenges and maximize opportunities for growth. Their team of experienced consultants works with clients across many industries to improve operations, drive value, and execute initiatives.
Eight Pillars Of Strategic Relationship PlanningGUY FLEMMING
The document outlines eight pillars of strategic relationship planning: strategic focus, revenue growth, talent development, cost performance, process optimization, matrix effectiveness, competitive differentiation, and corporate reputation. It describes strategic relationship planning as transforming organizations' valuable relationships into quantifiable performance and results through areas like closing the strategy-execution gap, accelerating revenue growth, developing talent, optimizing costs, building repeatable processes, improving cross-functional coordination, differentiating in the marketplace, and strengthening reputation with stakeholders. The goal is to achieve relationship economics through systematically managing relationships.
Dynamic Advisory Solutions provides CFO, controller, and turnaround consulting services to help businesses account for financial performance, meet reporting requirements, and make good economic decisions. They specialize in working with companies that lack financial information, spend too much time on accounting, or struggle to achieve objectives or meet bank standards. Their services include monthly financial statements, activity-based budgeting, dashboards, scorecards, and staff training.
The document discusses CEO and executive coaching services offered by Conceptlogic that can help businesses grow by assisting newly appointed CEOs and executives with leadership, strategic planning, sales and marketing, finance, operations, and other areas of business management. It provides an overview of common challenges faced by CEOs and executives that coaching can help address, as well as topics and areas the company's coaching expertise covers to help clients succeed.
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Program management consultants in kansasRoger Bluteau
Roger Bluteau is a non-profit association created to promote and accredit project management and support professionals whose activity is developed in the United States.
Management Reporting and Innovation - IPA Conference 2015Chris Catto
Management Reporting that Drives Innovation and Entrepreneurship. IPA NSW Conference Presentation on how Management Reporting can be a catalyst for innovation.
Elevating the Role of the CIO to Strategic Business PartnerChangepoint
The document discusses elevating the role of the CIO to a strategic business partner. It outlines an IT investment lifecycle with key phases including capturing business demands, prioritizing projects, delivering projects to track goals, assessing impact, and communicating across the business. It notes that while many CIOs want this strategic role, few have adopted it, and C-suite peers often don't see CIOs as enabling strategic decision making. The lifecycle aims to ensure IT investments are properly prioritized and aligned to business goals and deliver value, while managing risks such as misaligned projects or goals. Future CIOs must serve as strategists, take calculated risks, manage IT portfolios, and maintain risk visibility.
The document discusses advisory boards and their role in providing guidance, growth, and governance to businesses. An advisory board is an informal group of professionals that advises executive management on strategic issues. Unlike a board of directors, an advisory board does not have voting power or legal responsibilities. The advantages of an advisory board include strategic advice, a 360-degree perspective, overseeing strategic execution, and risk assessment. Advisory boards can guide businesses through different growth stages, improve operations, explore new strategies and markets, and ensure good corporate governance practices.
Jade Global’s Human Capital Management (HCM) Health Check offering provides you with a broad assessment of your current Human Resource Information System (HRIS).
The document summarizes Think Talent Services' NEWS coaching framework, which is based on over 25 years of international experience. The NEWS model focuses on three generations of coaching: individual development, strategic-level benefits, and the coach's own learning. It uses a compass-based model (N.E.W.S.) addressing direction, motivation, planning/execution, and limitations. Think Talent offers various coaching products and solutions in India applying this framework, including workshops, executive coaching, and organizational coaching culture development. Benefits include a systematic and reproducible navigation process, clear results and roadmaps, and deployment of coaching at large scale.
The document discusses the Balanced Scorecard performance management system used by the City of West Des Moines. It uses four perspectives - serving customers, managing finances, improving processes, and supporting employees - to evaluate organizational strategy. It aims to make the city's strategy more strategic and proactive rather than tactical and reactive, with more employee participation. Next steps include better linking the scorecard to budgets and goals, and more integration between departmental and citywide scorecards.
The document discusses building organizational performance through developing a high performance culture, leadership, and teams. It emphasizes measuring performance accurately, diagnosing gaps, designing integrated solutions, and ensuring learning transfers to application. Key aspects include aligning business strategy and capabilities, developing talent through a leadership pipeline, and engaging employees by linking learning to goals.
As #procurement transformation is building up with technologies like #BlockChain and #RPA, the role of a #CPO is undergoing a transformation as well. Here's how we see it:
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
The document discusses using a Balanced Scorecard approach to help organizations better execute their strategies. It provides an overview of key challenges in strategic execution and explains how the Balanced Scorecard can help by translating strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. Examples of Balanced Scorecards for different organizations are also included to illustrate how objectives, measures, targets, and initiatives can be defined for each perspective.
Chief Financial Officers time to shift focusNeil Holmes
How do today’s CFOs prepare to take on the increasingly broad range of demands placed upon them?
Think about it … formative professional training remains focussed largely on auditing company performance, checking results are reported in accordance with the latest technical guidance and ensuring that the business meets regulatory requirements. And whilst keeping abreast of the numbers is still regarded as a key responsibility of the Finance team, in an increasingly digitised economy Boards are demanding that the CFO also provides greater analysis of what the numbers imply, supporting the business to meet its strategic goals.
The potential to automate and outsource control and governance procedures could arguably lead to these skills becoming a commodity, with the CFO increasingly expected to devote more time to ‘being on the pitch’, supporting the Chief Executive in leading the drive for growth, change and transformation. Blockchain technology and the rise of Artificial Intelligence could revolutionise not only the automation of transactional processes but also the ability to transform corporate reporting, enabling transactions to be recorded and reported in real time.
But these changes will have a profound impact on not only the traditional career trajectory of finance professionals, but on the skills and expertise that the finance function will need to deploy, including talent with significant data and digital expertise. It’s no longer enough for Finance leaders to oversee a team that assimilates and reports information, but instead, they must develop the capability to identify, interpret and communicate the most valuable data, in the right language, at the right time.
The proliferation of data and analysis means little if the capacity to derive relevance from it is absent. With an accelerating shift in focus of today’s CFO away from control and governance towards the increasing use of analytics and business partnering, the CFO has an enhanced role in shaping the company’s future rather than reporting on the past.
In our latest CFO paper ‘Time to shift focus’, we explore the three main areas of influence where a CFO’s impact on a business is felt most.”
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Secrets to successful strategy executionAnika Rahman
This document discusses strategies for successful strategy execution. It begins by outlining the building blocks of crafting and executing strategy, including developing vision/mission/values, setting objectives, crafting strategy, execution, and monitoring. It then discusses why strategy often fails, such as lack of communication, accountability, or necessary information. The document presents Harvard Business Review research finding most companies are weak in execution. It provides examples of companies where strategy failed due to these issues. Finally, it outlines a six-step roadmap for strategic execution: describe and measure objectives, prioritize initiatives, take feedback, communicate the strategy, coordinate/integrate efforts across the organization, and link the strategy to budgeting. The overall message is that good strategy plus
This document discusses strategies for successful strategy execution. It begins by outlining the building blocks of crafting and executing strategy, including developing vision/mission/values, setting objectives, crafting strategy, execution, and monitoring. It then discusses why strategy often fails, such as lack of communication, accountability, or necessary information. The document presents Harvard Business Review research finding most companies are weak in execution. It provides examples of companies where strategy failed due to these issues. Finally, it outlines a six-step roadmap for strategic execution: describe and measure objectives, prioritize initiatives, take feedback, communicate the strategy, coordinate/integrate efforts across the organization, and link the strategy to budgeting. The overall message is that good strategy plus
progrow Strategy Implementation Services for SMEsProServ
progrow is a strategy implementation service for SME’s specifically designed to guide and facilitate the strategy development process.
More details visit https://www.i-proserv.com/strategy-implementation/
The document discusses the changing role of the CFO from a back office role focused on compliance and cost efficiency to a more strategic front-facing role. It is based on a survey of over 500 finance decision makers across Europe and Southeast Asia. Key findings include that CFOs are now expected to partner with the CEO and provide real-time insights for decision making. Finance functions are focusing on improving data integration, reporting speed and accuracy to better support strategic decision making. While finance organizations still have room for improvement in capabilities like detecting new opportunities, their roles are transforming to be more advisory and focused on business priorities like innovation, customers and strategy.
The document discusses human capital measurement and return on investment in human capital. It notes that human capital measurement can help demonstrate the value that employees contribute to an organization. The first step is to identify metrics that are linked to wider business objectives. It also discusses the importance of talent management and using analytics to effectively manage the workforce and drive organizational performance.
Retaining current customers costs 6-7x less than acquiring news ones, and improving customer retention rates by a mere 5% can increase profit per customer by 25%-95%. So it makes sense that top companies focus on building relationships, increasing loyalty, and selling more to current customers as a growth strategy.
Based on our extensive research in strategic account management, we've identified 10 steps you can take to replicate their successes.
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
The document discusses finance business partnering and how it can improve decision making. It describes how the role of finance is changing from an efficiency and transaction processing function to one that provides more business insights and influences decision making. Effective finance business partnering involves applying management accounting skills through relationships and conversations to gain insights, ask the right questions, and improve business performance and decisions. The skills of objectivity, analysis, and understanding of the business allow finance partners to help managers make more informed, sustainable decisions.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, it can help organizations achieve breakthrough results in short periods of time by focusing all resources on the strategic priorities.
The document discusses the balanced scorecard framework and its implementation. It provides examples of how organizations have successfully used the balanced scorecard to align strategies across divisions and functions. The key principles discussed are translating strategy into measurable objectives, communicating the strategy throughout the organization, and ensuring strategies are linked to goals and incentives at all levels.
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
3. How about both? More than 75% of global
respondents confirm that when finance
personnel work in supporting management, it
better helps the organization meet its
objectives.
4. There is potential to deliver
greater business benefits
Shared
service
centers
Technology
Increased
analysis
Scale
benefits
Business
support
Finance
function has
delivered
scale
benefits
Real
business
benefits
Focus on
people
and
organisati
on
5. Transforming the finance
function
Roles
The role of the
management
accountant is becoming
much broader than
producing the
necessary information,
reports
and analysis. It is
about improving
decision-making.
Decisions
Transformation
6. Transforming the finance
function
Roles
Decisions
Decisions have to be
properly framed so
they are considered
against the right
objectives on the
basis of the evidence
available. Effective
decisions achieve
their intended impact.
Transformation
8. The CGMA designation enables
the delivery of these benefits
Technical
accounting
expertise
Commercial
awareness &
analytical skills
Influencing &
leadership skills
9. CGMA designation holders:
Demonstrate talent in both financial and management
areas, coupled with business acumen
Are advancing into key advisory roles that are critical
to operations and strategy
Fill a talent void that, if not met, could undermine
sustainable growth and progress
13. Working in collaboration
75%
• Of CEOs agree that there is a
need to put more emphasis
on non-financial measures.#
75%
• Of CEOs say collaboration is
a key skill for future success.
67%
• Of CEOs surveyed identified
communication as key skill
for success.
43%
• CEOs identify lack of management
of Human Capital is an impediment
to achieving financial targets.+
# Rebooting Business: Valuing the human dimension
+ Talent pipeline draining growth – CGMA Report
14. Connecting the dots:
what CEOs want
Strong
strategic
understanding
of the business
as a whole
Strong
technical
skills in their
discipline
CGMA
designation
holders
Ethics
Multidisciplinary
expertise and
ability to
collaborate
Skills in
management
competencies