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.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
CFOs in all industries are under pressure to provide insights to help boards and leadership teams make better decisions. How do they—and their Finance teams—need to change to meet rising expectations? What will the impact be on the Finance organization and its information, systems, processes and controls? Finance 2020 explores possible futures for operational, business and specialized finance.
TOOLKIT: Templates for Powerpoint, Excel Tools & Spreadsheet TemplatesAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Toolkit including 100+ Templates for Powerpoint, Excel Tools & Spreadsheet Templates| Created By ex-McKinsey & Deloitte Consultants.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Finance Vision 2020 presenation used for the launching of our book at the Finance Transformation Summit (organized by Alex van Groningen) on December 2, 2008
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
CFOs in all industries are under pressure to provide insights to help boards and leadership teams make better decisions. How do they—and their Finance teams—need to change to meet rising expectations? What will the impact be on the Finance organization and its information, systems, processes and controls? Finance 2020 explores possible futures for operational, business and specialized finance.
TOOLKIT: Templates for Powerpoint, Excel Tools & Spreadsheet TemplatesAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Toolkit including 100+ Templates for Powerpoint, Excel Tools & Spreadsheet Templates| Created By ex-McKinsey & Deloitte Consultants.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Finance Vision 2020 presenation used for the launching of our book at the Finance Transformation Summit (organized by Alex van Groningen) on December 2, 2008
Monthly Business Review PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Monthly Business Review PowerPoint Presentation Slides. The deck consists of Monthly Business Review,Monthly Business Report,Monthly Company Review and much more. Download today to present a hassle free review.
Financial Modelling Course including an Excel Financial Model TemplateAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Financial Modelling Course including an Excel Financial Model Template| Created By ex-Deloitte Consultants & Investment Bankers.
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
To download the editable version of this document, go to www.slidebooks.com
Timelines & calendars in Powerpoint created by former Deloitte management consultants and talented designers.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
“You can download this product from SlideTeam.net”
Presenting this set of slides with name 30 60 90 Day Sales Action Plan. This is a three stage process. The stages in this process are 30 Day Plan, 60 Day Plan, 90 Day Plan. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3aYUFnr
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Redefining Channel Programs, Solving Key Challenges in Current Channel Initiatives Case Studies from 700+ corporate clients including Amazon, Pepsico, Cadbury etc
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Revenue Operations Management: Building a Finance Technology Strategy to Opti...Proformative, Inc.
Learn how to deliver effective revenue operations management, critical to the success of the entire enterprise, via this recorded session from Transverse. Effective revenue operations management is critical to the success of the entire enterprise, but it can be inhibited by complex sets of manual processes and systems, numerous stakeholders and the need to collect and manage vast amounts of information. Join finance and technology leaders to hear how they are eliminating barriers and challenges to revenue operations management and prioritizing Finance Technology investments to support and influence cross-functional alignment around revenue strategy.
Speaker: Chris Couch, COO and Co-Founder, Transverse
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Finance Technology Landscape | Session: 3
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
What's your cash position? Improve visibility with lockbox integration to Net...Celigo
To watch the recorded webinar, visit: http://youtu.be/uSmna27V6GY
Discussion:
-Understand the true impact of AR inefficiencies, specific to allocating payments and deposits;
-Learn about the Lockbox Connector for NetSuite, how it works, and the benefits to your business;
-Watch a demo of the product;
-and see how Spectrio repurposed one full-time employee and saw a ROI in four months.
Monthly Business Review PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Monthly Business Review PowerPoint Presentation Slides. The deck consists of Monthly Business Review,Monthly Business Report,Monthly Company Review and much more. Download today to present a hassle free review.
Financial Modelling Course including an Excel Financial Model TemplateAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Financial Modelling Course including an Excel Financial Model Template| Created By ex-Deloitte Consultants & Investment Bankers.
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
To download the editable version of this document, go to www.slidebooks.com
Timelines & calendars in Powerpoint created by former Deloitte management consultants and talented designers.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
“You can download this product from SlideTeam.net”
Presenting this set of slides with name 30 60 90 Day Sales Action Plan. This is a three stage process. The stages in this process are 30 Day Plan, 60 Day Plan, 90 Day Plan. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3aYUFnr
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Redefining Channel Programs, Solving Key Challenges in Current Channel Initiatives Case Studies from 700+ corporate clients including Amazon, Pepsico, Cadbury etc
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Revenue Operations Management: Building a Finance Technology Strategy to Opti...Proformative, Inc.
Learn how to deliver effective revenue operations management, critical to the success of the entire enterprise, via this recorded session from Transverse. Effective revenue operations management is critical to the success of the entire enterprise, but it can be inhibited by complex sets of manual processes and systems, numerous stakeholders and the need to collect and manage vast amounts of information. Join finance and technology leaders to hear how they are eliminating barriers and challenges to revenue operations management and prioritizing Finance Technology investments to support and influence cross-functional alignment around revenue strategy.
Speaker: Chris Couch, COO and Co-Founder, Transverse
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Finance Technology Landscape | Session: 3
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
What's your cash position? Improve visibility with lockbox integration to Net...Celigo
To watch the recorded webinar, visit: http://youtu.be/uSmna27V6GY
Discussion:
-Understand the true impact of AR inefficiencies, specific to allocating payments and deposits;
-Learn about the Lockbox Connector for NetSuite, how it works, and the benefits to your business;
-Watch a demo of the product;
-and see how Spectrio repurposed one full-time employee and saw a ROI in four months.
Book summary - What got you here Won't get you thereNordiana Noordin
1. One of my all-time-favourite books.
2. My first attempt to summarise a book in a presentation form.
3. Works best for career advancement & life betterment.
With a relatively poor economy, many companies are now looking to enhance their bottom line through cost cutting. Often, the finance function is one part of G&A subject to this cost cutting exercise. This presentatio shares with you how companies are looking at finance and evaluating where and how much to cut.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
In this book, Marshall Goldsmith begins by examining the trouble with
success, explaining how previous accomplishments often prevent leaders
from gaining more success. He analyzes why high achievers are so resistant
to change due to their delusion of success, pointing out that they can’t see
that what got them here won’t get them there.
These are people who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwise golden career. Worse yet, they do not realize that it’s happening and that they can fix it. Goldsmith details the 20 habits that hold you back from the top rung of the corporate ladder. In his experience, these are the most irritating interpersonal issues in the workplace. For each habit, he gives examples
and practical solutions you can implement. He then describes the 21st habit, which stands separate from the other 20 habits –– not because it is a flaw, but because it is often the root of an annoying behavior.
Finally, Goldsmith addresses the problem of how you can change your interpersonal relationships for the better, and ensure that you make your behavioral changes permanent.
This summary reveals how you can identify which of these 20 habits apply to you, and how to choose the one or two you should focus on.
In addition, you will learn:
The four key beliefs that make you successful but also resistant to change.
Why the higher you go, the more your problems are behavioral.
Why the 21st habit, goal obsession, may be the most destructive of all.
How to get good 360-degree feedback from your colleagues on your own.
How to overcome special challenges if you’re the one in charge at the workplace.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Cost Reduction Strategies:Focus and TechniquesThomas Tanel
This is a highly concentrated presentation that addresses the differences among price, cost, and TCO; what cost reduction strategies to focus on; and an overview of various techniques, as well as when and where to use them. Faced with excruciating competitive pressures, many senior C-Level executives require maximum effort from every part of their organization to survive. Today, purchasing, acquisition, procurement, contracting, and supply management professionals must be the most progressive cost reduction oriented group in the company.
For many organizations, senior C-Level executives set forth annual purchasing, acquisition, procurement, contracting, and supply management goals that mandate cost reductions. Regardless of the cost savings, avoidances, or containments achieved previously, you are faced with new cost reduction initiatives and objectives.
To make the goal of cost reduction a reality, we cannot focus solely on the price. We must examine the total cost of ownership to your organization, which means moving beyond the organizational environs to include suppliers, internal customers, other allied business functional entities, and external customers. By working both internally and externally with these stakeholders, cost reduction opportunities will become visible.
A typical purchasing, acquisition, procurement, contracting, or supply management professional will help reduce supplier prices and avoid incremental costs. A good purchasing, acquisition, procurement, contracting, or supply management professional will reduce costs by lowering both costs of acquisition and risks of supply. A great purchasing, acquisition, procurement, contracting, or supply management professional will reduce total costs across the board, increase service levels to the internal customer, make a significant contribution to the bottom line, seek value-added opportunities, and help to delight the organization’s customer. This type of professional also balances supply related costs and cycle time for the lowest overall cost, at the best value, while seeking risk optimization rather than risk minimization strategies.
Evaluating the Organizational development in ODL by BSC ModelShahram Honarmayeh
My speech outlines cover the following concepts:
ODL, Organization, Organizational Structure, The balnced scorecard, Stakeholders, Scorecard, Performance
MBA 687 LEADERS SELF EVALUATIONS Note Individuals raAbramMartino96
MBA 687 LEADERS SELF EVALUATIONS
Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled | Very Skilled
Title: Vice President
Job Summary
Leads departments and operations for an entire organization and creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and evaluates other executive leaders'
work and the success of the organization. Maintains awareness of external and internal
competitive landscapes, opportunities for expansion, customers, markets, and new industry
developments and standards. Manages the strategic plan that guides the direction of a
team's business and collaboratively works with the executive management team to identify,
prioritize, and act upon company needs, focusing on integration strategies to ensure optimal
efficiency. This position requires competencies such as analytic and strategic thought, vision,
orientation to detail, customer focus, talent management, resource management, and
leadership skills.
Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion from startup and evaluated the
organization’s success. This past year, we identified ways to increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting manager, prepared new
operating budgets, and greenlit pilot projects using AI and chatbots to compete in an
increasingly digital economy. My understanding of the external factors affecting the
organization will help us think ahead and be ready for changes in the market. My most
tremendous success was bridging the gap between the company’s day-to-day running and
the board of directors' sweeping visions. Since taking on the new role, I realize my leadership
skills come from years of experience and knowledge throughout life. This wisdom has
impacted my judgments, decisions, and actions. I have learned to focus on a clear purpose
and mission. I have consistently shown commitment and motivation since joining the
company, and I want us to succeed. I am a leader who focuses on meeting set deadlines and
objectives on time. I realize that I can be too controlling in a project, and I don't give other
team members enough room to contribute or develop their ideas. I must learn to give others
more space and let them take the initiative, too. Maybe I should try harder to promote the
company's culture and values within my team. While I regularly hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I am often frustrated, and I
find it hard to communicate when faced with other leaders' behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team and I have accomplished
during the past year.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competen ...
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. CFO & Finance leaders face
complex challenges
•Vast increase in available data
•Business demanding more
•Complex economic environment means path
to profitable growth not straightforward
•Value not just cost and P&L monitoring
•New & complex business model
4. Above the line needs a partner
strategy
Catalyst
Stimulate behaviour
across org to achieve
strategic financial
objectives
Strategist
Provide financial
leadership in direction
and align financial
strategies. Key
stakeholder in
business.
Steward
Protect and preserve
assets of the
organisation.
Regulatory compliance
Operator
Balancing capabilities,
costs and service.
FP&A, accounting
expertise
Control
Current
Performance
Efficiency
Execution
Future
Performance
Value
Adapted from Deloitte Business Partnering Report 2012
5. Priority competencies
Execution
Future
Performance
Value
Catalyst
Stimulate behaviour
across org to achieve
strategic financial
objectives
Strategist
Provide financial
leadership in direction
and align financial
strategies. Key
stakeholder in
business.
Adapted from Deloitte Business Partnering Report 2012
Analytical
Capability
Commercial
Acumen
Strategic
Thinking
Relationship
Management
Negotiating
Influencing
6. Leadership reality - 1
Finance Business Partners are costly and
valuable resource, but spend most of their
time on data manipulation, reconciliations
and reports that are of no direct value to
the business.
This is typically caused by poor systems
and processes, but also a lack of
understanding about what activities will
drive value in the business.
7. Leadership reality - 2
New responsibilities are being added, by
my old ones haven't gone away...
I am expected to take this on and do what
I did before...and its not measurable...
It is hard to be a strategic CFO in the face
of an accounting restatement or controls
breakdown...
The team and therefore you cannot be successful as a premier
striker if your defence and midfield are not effective
8. So what can I do to
help lead the change?
•Assess where you are today
9. Clarifying
Can the team make sense of what is
expected?
Do we know the value drivers and KPIs?
Do we have the right ERP / analytical
enabling technologies?
Commissioning
Do we know clearly what is expected of us
now, and in the future from our key
stakeholders and what a good BP is?
Do we know where we can add value?
Do we have a
seat at the table and buy-in?
Co-Creating
Do we have the right skills & capabilities
and training programmes?
Is our structure set up to enable or hinder
this change?
What else is going on that either enables or
hinders us?
Connecting
Are we able to demonstrated value?
Are we building relationships and engaging
with stakeholders
Are we role modelling behaviours &
practises and celebrating successes?
Core
Learning
Outside
Finance
Within
Finance
People Focus
Task Focus
Top Down assessment
10. The reality Commissioning
Do we know clearly what is expected of us
now, and in the future from our key
stakeholders?
Do we know where we can add value?
Do we have a
seat at the table?
“Just get it in” culture
Multiple stakeholders
Regional versus Divisional
No “one mind”
No overall vision buy-in
System before people
11. 11
Exercise 1
Discuss and agree on your table
what are the top 3 challenges your
organisation faces to becoming better
Business Partners
12. So what can I do to
help lead the change?
•Assess where you are today
•Start with small, current activities and build outwards..
13. 13
You are already have
opportunities to empower
Aged Debt
Problem
SSC
Credit
Terms
Billing
Quality
Finance
Other
Sales
Ownership
Product & Market Strategy
Contract Bid Process
Customer
P&L
Country P&LBusiness Strategy
Procure to Pay
Problems
Bid
P&L
Product
P&L
14. 14
Exercise 2
Discuss and agree on your table
what are the 3 things you can already
do next week to start on your Business
Partnering journey
15. No one person has it all the skills and
characteristics necessary for perform
the modern day Finance Leader alone,
so get complementary skills in your
team.
Key message
17. Practical Mindset changes for all levels
I’m a Top
I’m a
Middle
I’m a
Bottom
I’m a
Customer of
information
•Provide vision & empowerment to your teams and organisation
•Continually scan business context,
•become shapers of strategy, provide the voice of business into Finance
•Turn everyday problems into projects
•Initiate your own movement using CI or Lean methodology
•Coordinate effort, share information & lead across departments
•Use you unique position to see upwards, downwards, sideways
•Understand how things work and get involved in the solutions.
•Build Partnerships with those key who are key to the quality of
information you use.
18. In Summary:
what can I do to
help lead the change?
•Assess where you are today
•Create a vision, but don’t over-dream
•Start with small, current activities and build outwards..
•While addressing the big enablers medium term
•No one person has it all, so get complementary team
Editor's Notes
The fundamental reason for this paradox is that that we are interdependent individuals, not autonomous individuals. This means that every choice any one of us makes, any intention any one of us forms and every action any one of us undertakes cannot produce some direct outcome all on its own because everyone around us, indeed many at some distance from us, are also choosing, intending and acting so that what happens is the consequence of the interplay of all our choices, intentions and actions.