This document summarizes the culture and processes at CFI. It outlines CFI's mission to provide affordable financial analyst training worldwide. It describes the company's values of being effective, humble, open-minded, creative, and passionate. It also details CFI's goal of creating an empowering and motivating work environment through access to information, autonomy, collaboration, generous compensation and benefits, and a process of semi-annual goal setting and feedback. The overall aim is to foster continuous improvement and meaningful careers.
True Intent: The Best Online Benchmark You've Never MeasuredUXPA International
UXPA 2013 Annual Conference - Wednesday July 10, 2013 by Ted Boren
Remote testing can tell you how easy your site is to use... for selected tasks. Surveys tell you how visitors feel... but lack performance data. Web analytics tell you where visitors go... but not whether they actually succeed.
"True intent" studies bridge these gaps and help your team learn what's really happening on your site, by asking real visitors why they came, tracking where they go, then allowing them to tell you if they succeeded. Work together to build affinity diagrams of intents and conduct a detailed failure analysis for even deeper insights that can shape your team's strategy for years.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Designing & building software is complex. Design systems have become a popular solution to help design teams streamline processes and produce great experiences. Let's dive into a few of the whys & hows for building Design Systems.
Back End of Innovation - Why Purpose MattersShannon Lucas
Innovation is hard...Why Purpose Matters.
Aligning purpose from the top down and bottom up allows individuals and organizations to tap into their full creative potential, deep energy resources, and top talent.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
This document discusses aligning an organization's top team to realize superior performance. It proposes conducting workshops to help define the organization's direction, values, goals and roadblocks. The workshops would help the top team agree on a vision, priorities, metrics and milestones. They would also identify barriers and create an implementation plan with accountabilities and timelines. The outcome would be greater alignment of the top team around the organization's strategic direction and priorities.
The document provides information on rethinking a company's compensation strategy. It discusses why having an effective compensation strategy is important, especially given current market challenges. It outlines the difference between a compensation philosophy and strategy. The document then discusses the key considerations and steps in developing or revisiting a compensation strategy, including determining scope, data sources, pay ranges, and addressing locations and transparency. It provides an example case study of the compensation strategy journey at Payscale, including their goals, processes, and next steps. The document concludes with final tips for developing a compensation strategy.
True Intent: The Best Online Benchmark You've Never MeasuredUXPA International
UXPA 2013 Annual Conference - Wednesday July 10, 2013 by Ted Boren
Remote testing can tell you how easy your site is to use... for selected tasks. Surveys tell you how visitors feel... but lack performance data. Web analytics tell you where visitors go... but not whether they actually succeed.
"True intent" studies bridge these gaps and help your team learn what's really happening on your site, by asking real visitors why they came, tracking where they go, then allowing them to tell you if they succeeded. Work together to build affinity diagrams of intents and conduct a detailed failure analysis for even deeper insights that can shape your team's strategy for years.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Designing & building software is complex. Design systems have become a popular solution to help design teams streamline processes and produce great experiences. Let's dive into a few of the whys & hows for building Design Systems.
Back End of Innovation - Why Purpose MattersShannon Lucas
Innovation is hard...Why Purpose Matters.
Aligning purpose from the top down and bottom up allows individuals and organizations to tap into their full creative potential, deep energy resources, and top talent.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
This document discusses aligning an organization's top team to realize superior performance. It proposes conducting workshops to help define the organization's direction, values, goals and roadblocks. The workshops would help the top team agree on a vision, priorities, metrics and milestones. They would also identify barriers and create an implementation plan with accountabilities and timelines. The outcome would be greater alignment of the top team around the organization's strategic direction and priorities.
The document provides information on rethinking a company's compensation strategy. It discusses why having an effective compensation strategy is important, especially given current market challenges. It outlines the difference between a compensation philosophy and strategy. The document then discusses the key considerations and steps in developing or revisiting a compensation strategy, including determining scope, data sources, pay ranges, and addressing locations and transparency. It provides an example case study of the compensation strategy journey at Payscale, including their goals, processes, and next steps. The document concludes with final tips for developing a compensation strategy.
This document provides information about building a coaching culture through REAL conversations. It discusses Amanda Cahir-O'Donnell's background and experience in coaching. The content covers defining a coaching culture, the benefits of developing one, potential challenges, and how to build a coaching culture with a focus on coaching strategy, alignment with organizational culture change, and coaching infrastructure. It also discusses considerations for human resources departments around selecting internal or external coaches and ensuring professional standards. The document emphasizes building commitment, aligning coaching with business strategy, and collectively embracing cultural change through REAL (results-focused, engaged, authentic, and lasting change) conversations.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Sustaining the vision: Leader successionLinda Howard
Planning for succession can be painful, exhausting, and typically involves change. Leadership change should not derail the vision or mission of the organization. In this Webinar, we explore ways to help you prepare for new leadership and navigate the changing landscape.
Objectives:
• Learn how to engage your board in succession planning
•Prepare leadership for exit transition/emergency backup plan
•Encourage leadership development
The document discusses objectives and decision making. It defines objectives and describes the characteristics and types of business objectives. It also outlines the management by objectives (MBO) cycle, which involves defining organizational and employee objectives, continuous monitoring, performance evaluation, feedback, and performance appraisal. Finally, it describes the seven steps of the decision making process: identify the decision, gather information, identify alternatives, weigh the evidence, choose among alternatives, take action, and implement the decision.
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
Planning provides guidance but can also lead to complacency if not updated based on monitoring progress and changes in the environment. Even the best plans may need to be adapted based on what is learned along the way. Regular review and assessment helps prevent overreliance on the initial plan and allows for flexibility.
The Coach approach to leadership is catching on fast and is one of the most widely acclaimed tool for getting and keeping the team motivated, focused and productive.
Full description of our services:
- Public Speaking presentations.
- ICC Coach Certification Training Program.
- Workhops.
- Executive Coaching Services.
- Business Consulting Services.
- Business Development in Latin America.
- Conferencias en Inglés, Español y Portugues.
- Entrenamiento y certificación en Coaching.
- Talleres.
- Coaching Ejecutivo.
- Consultoría de Negocios.
- Desarrollo de Negocios en Latinoamérica.
Kapten Case Study April 2019 for HR presentationDiogoCerqueira16
Diogo Cerqueira proposes several steps to address overflow and backlog issues in Kapten's CS team:
1) Assess the current manpower and workflow, explain the need for short-term extra work to address the backlog, and ask for team commitment.
2) Assign senior staff to prioritize backlog requests and create templates for common issues. Have capable agents focus on templated requests to reduce backlog.
3) After the backlog is under control, conduct a more detailed team assessment to align, integrate, and synchronize processes to build trust and commitment within the team.
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
This document provides strategies for nonprofit boards to invest in leadership for sustainability and growth. Presenters Melanie and Jason Friedman of Friedman Associates discuss how governance plays a critical role in sustainability. They outline the normal evolution of nonprofit boards and how roles change over time. The presentation covers establishing board roles and responsibilities, conducting self-assessments to identify development needs, using tools like a board policy manual, and implementing an ongoing process of board composition, recruitment, and training. The overall message is that ongoing board development is key to ensuring an organization's long-term success.
In the 21st century, organisations need to
● Put the customer in the centre of our focus
● Shed outdated ways of thinking
● Embrace an agile mindset
● Incorporate new ways of working
● Leverage the pace of change for competitive advantage
This talk explores what it means to be agile in a business context. It looks at the key elements needed, how they are interwoven and what is needed for organisations to transform their thinking and behaviour into new ways of working.
Business Agility is about putting the customer at the centre of the organization’s focus, changing from measuring activities to outcomes and creating an ecosystem which unleashes the productivity and innovation already present in the people in the organisation.
This document provides guidance on developing a compelling client proposition. It outlines exercises and tools to help advisers understand what clients need, want and value. The exercises guide advisers to map their client journey, identify what clients currently get and don't get, and define their ongoing client relationship and review process. The document stresses the importance of focusing the client proposition on clear benefits for clients. It also recommends testing the proposition with clients and refining it based on their feedback.
This document provides an overview of a leadership and management skills course. It outlines the course aims, structure, assignments and expectations. The course will help participants understand management and leadership roles through interactive workshops and assignments. Participants will learn theories of leadership and management, develop personal and professional plans, and better understand managing change and relationships. The document reviews learning styles, stakeholder analysis, organizational vision/mission/values, and the differences between goals and objectives. It emphasizes writing clear assignments with references and learning from the workshops and materials provided.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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This document provides information about building a coaching culture through REAL conversations. It discusses Amanda Cahir-O'Donnell's background and experience in coaching. The content covers defining a coaching culture, the benefits of developing one, potential challenges, and how to build a coaching culture with a focus on coaching strategy, alignment with organizational culture change, and coaching infrastructure. It also discusses considerations for human resources departments around selecting internal or external coaches and ensuring professional standards. The document emphasizes building commitment, aligning coaching with business strategy, and collectively embracing cultural change through REAL (results-focused, engaged, authentic, and lasting change) conversations.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Sustaining the vision: Leader successionLinda Howard
Planning for succession can be painful, exhausting, and typically involves change. Leadership change should not derail the vision or mission of the organization. In this Webinar, we explore ways to help you prepare for new leadership and navigate the changing landscape.
Objectives:
• Learn how to engage your board in succession planning
•Prepare leadership for exit transition/emergency backup plan
•Encourage leadership development
The document discusses objectives and decision making. It defines objectives and describes the characteristics and types of business objectives. It also outlines the management by objectives (MBO) cycle, which involves defining organizational and employee objectives, continuous monitoring, performance evaluation, feedback, and performance appraisal. Finally, it describes the seven steps of the decision making process: identify the decision, gather information, identify alternatives, weigh the evidence, choose among alternatives, take action, and implement the decision.
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
Planning provides guidance but can also lead to complacency if not updated based on monitoring progress and changes in the environment. Even the best plans may need to be adapted based on what is learned along the way. Regular review and assessment helps prevent overreliance on the initial plan and allows for flexibility.
The Coach approach to leadership is catching on fast and is one of the most widely acclaimed tool for getting and keeping the team motivated, focused and productive.
Full description of our services:
- Public Speaking presentations.
- ICC Coach Certification Training Program.
- Workhops.
- Executive Coaching Services.
- Business Consulting Services.
- Business Development in Latin America.
- Conferencias en Inglés, Español y Portugues.
- Entrenamiento y certificación en Coaching.
- Talleres.
- Coaching Ejecutivo.
- Consultoría de Negocios.
- Desarrollo de Negocios en Latinoamérica.
Kapten Case Study April 2019 for HR presentationDiogoCerqueira16
Diogo Cerqueira proposes several steps to address overflow and backlog issues in Kapten's CS team:
1) Assess the current manpower and workflow, explain the need for short-term extra work to address the backlog, and ask for team commitment.
2) Assign senior staff to prioritize backlog requests and create templates for common issues. Have capable agents focus on templated requests to reduce backlog.
3) After the backlog is under control, conduct a more detailed team assessment to align, integrate, and synchronize processes to build trust and commitment within the team.
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
This document provides strategies for nonprofit boards to invest in leadership for sustainability and growth. Presenters Melanie and Jason Friedman of Friedman Associates discuss how governance plays a critical role in sustainability. They outline the normal evolution of nonprofit boards and how roles change over time. The presentation covers establishing board roles and responsibilities, conducting self-assessments to identify development needs, using tools like a board policy manual, and implementing an ongoing process of board composition, recruitment, and training. The overall message is that ongoing board development is key to ensuring an organization's long-term success.
In the 21st century, organisations need to
● Put the customer in the centre of our focus
● Shed outdated ways of thinking
● Embrace an agile mindset
● Incorporate new ways of working
● Leverage the pace of change for competitive advantage
This talk explores what it means to be agile in a business context. It looks at the key elements needed, how they are interwoven and what is needed for organisations to transform their thinking and behaviour into new ways of working.
Business Agility is about putting the customer at the centre of the organization’s focus, changing from measuring activities to outcomes and creating an ecosystem which unleashes the productivity and innovation already present in the people in the organisation.
This document provides guidance on developing a compelling client proposition. It outlines exercises and tools to help advisers understand what clients need, want and value. The exercises guide advisers to map their client journey, identify what clients currently get and don't get, and define their ongoing client relationship and review process. The document stresses the importance of focusing the client proposition on clear benefits for clients. It also recommends testing the proposition with clients and refining it based on their feedback.
This document provides an overview of a leadership and management skills course. It outlines the course aims, structure, assignments and expectations. The course will help participants understand management and leadership roles through interactive workshops and assignments. Participants will learn theories of leadership and management, develop personal and professional plans, and better understand managing change and relationships. The document reviews learning styles, stakeholder analysis, organizational vision/mission/values, and the differences between goals and objectives. It emphasizes writing clear assignments with references and learning from the workshops and materials provided.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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2. corporatefinanceinstitute.com
This document is designed to explain CFI’s (1) mission, vision and
values, (2) working environment, and (3) goal setting and feedback
process.
Our aim is to create an open and rewarding work environment for
everyone on CFI’s team.
Culture deck and handbook
3. corporatefinanceinstitute.com
Our durable competitive advantage comes from having a
clear strategy and culture that support our mission of
“helping anyone become a world-class financial analyst
and have a meaningful career”.
Mission, vision and values
4. corporatefinanceinstitute.com
CFI’s mission, vision and strategy map
Vision
Everyone in the world has affordable access to the best
financial analyst training via CFI’s multi-dimensional education
platform
Mission
To help anyone become a world-class financial analyst and have a meaningful career
Certification
• A body of knowledge that
covers the most important
topics for analysts
• Appropriate testing,
assessment and projects
Courses
• 25-30 courses
• 2-6 hours per course
• 1-4 minutes per lesson
• Multi-modality learning
Resources
• Helpful articles and guides
on a wide range of topics
• Free templates, tutorials,
and resources
• Careers, skills, knowledge
Community
• World-class customer
service and support
• Social engagement,
conferences, community
events
• Hands-on
• Real-world analysis
• Practical applications
• Engaging & exciting
• High quality video and
audio
• Clear instruction
• Attention to detail
• Clear body of knowledge
and learning path
• 100% online
• Built in testing
• Fair pricing (affordable)
• Practical
• Fair testing
• Reputation
• High quality content
• Downloadable and
shareable
• Free
• Useful on the job or in
school
• Great examples to build on
• Respectful
• Helpful
• Positive
• Supportive
• Collaborative
• Inspirational
Attributes
Pillars
6. corporatefinanceinstitute.com
Our six core values
These are the personal virtues we
uphold and give our team the
ability to achieve great things
Effective
Humble
Open
minded
Creative
Passionate
Reliable
7. • Immerse yourself
• Maintain a positive
mindset
• Discover your
personal strengths &
virtues
• Build a community
• Divergent thinking
• Wondering how
things can be better
• Being different from
the competition
• Generating original
ideas
• Big dreamers
• Manage
commitments
• Set and achieve goals
• Respect everyone’s
time
• Be punctual
• Be honest
• Do what you say
you’re going to do
• Get a lot done in a short
amount of time
• Require few resources
• Don’t get “stuck”
• Ask for help or
clarification
• Good communication
• Help others succeed
• Learn from your team
• Ask for feedback
• Admit your mistakes
• Accept setbacks
• No ego
• Get out of your
comfort zone
• Reframe negative
thoughts
• Let go of control
• Listen more
• Realize that there
may be a better way
corporatefinanceinstitute.com
Values explained
Effective Humble
Open
minded
Creative PassionateReliable
10. corporatefinanceinstitute.com
Work environment
We want employees to feel EMPOWERED and MOTIVATED
To achieve this we offer:
1. Access to all company information for full context
2. A high degree of personal freedom and autonomy
3. Regular collaboration and opportunities for input
4. Ample vacation time (4 weeks per year)
5. Extended travel-working possibilities (up 1 month long)
6. Generous compensation with regular performance bonuses
and salary reviews
11. corporatefinanceinstitute.com
Access to company information (context)
In order to make smart decisions people need to know the
full context
Most companies hide information from their employees
and we think this leads to bad decisions
All employees can access:
• Strategic planning sessions
• Team offsites
• Monthly operational and financial updates
• Budget model
• Annual financial statements
Note: Everyone with access signs a confidentially pledge
12. corporatefinanceinstitute.com
Personal freedom and autonomy
People perform their best work when they have autonomy
over what they do
Companies often micromanage their employees which
leads to them being disconnected and dispassionate
How we manage work:
• Team members set their own goals for performance
measurement
• Trying new things is encouraged
• Learning from mistakes leads to growth
• Disagreements are settled by a consensus
13. corporatefinanceinstitute.com
Collaboration and input
The most valuable asset we have is our employees, and
their ideas drive our business forward
Excluding employees form strategic planning processes is
a mistake
Collaboration and input happen via:
• Weekly full-team meetings
• A safe environment for sharing ideas and feedback
• Employee-wide strategic planning sessions
• Sharing experiences across job
functions/departments
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Ample vacation time
We would rather have a defined policy that leads to equal and
fair time off, rather than an unlimited policy that is unequally
or unfairly used
Time away is critical for delivering long term sustainable
results
CFI’s policy:
• 4 weeks off per year for all employees (analyst to
CEO)
• Using all vacation time is encouraged
• A plan must be submitted to outline how the team will
manage while the person is away
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Extended travel-working possibilities
We are a modern internet business and should take
advantage of that fact
CFI’s policy:
• After 1 year of service team members can apply to
work remotely in any country for up to 1 month at a
time
• A detailed plan must be submitted outlining how work
will continue at a normal pace and quality while
working remotely
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Generous compensation
Our business moves quickly and we believe compensation
should too
We offer regular bonuses and reviews
CFI’s policy:
• Bonuses are paid twice per year (August and
February)
• Salaries are reviewed at each goal setting and
feedback meeting (twice per year)
• CFI pays generous compensation, but believes money
(i.e. paying very top of the market) should not be the
primary motivation for working with this team
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Goal setting and feedback
We have a regular schedule for goal setting and feedback
This includes:
• Semi-annual goal setting by employees
• Semi-annual performance evaluations (including bonus and
salary adjustments)
• 3-month (mid-point) check-ins
• Monthly informal conversations
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Goal template
Our goal is continuous improvement and rewarding
career paths
Our feedback process:
• Self assessments are completed individually
• Team members meet with their manager to receive
feedback for the past 6 months
• New goals are established for the next 6 months
• Base salary and bonuses are reviewed
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A lasting virtuous cycle
By connecting our mission, vision, values and culture with our working
environment and feedback process we believe CFI will have an enduring
competitive advantage and create lasting value for our students and
employees.