Quarterly, CFOs, Controllers, and other senior-level CPAs in business and industry meet to share with and learn from each other at the Quarterly Financial Leaders Series. Gain four CPE credit hours and save your appetite for the provided facilitated lunch discussion.
Please visit this link for additional discounts when you register for multiple events in the Quarterly Financial Leaders Series!
Each day business leaders and their staff are involved in a variety of communications with customers and colleagues that make or break their success. Whether making a good first impression or masterfully handling conflict or negotiations, strong communication skills are essential to profitability and growth. This highly interactive workshop will introduce participants to seven communication strategies followed by small group exercises where they can apply their knowledge to real-life examples. Content includes tactics on deescalating conflict through the use of I-messages, employing principle-based vs. position-based negotiation skills, writing short but effective emails, recognizing gender differences in communication styles, and reading non-verbal cues. Attendees will depart with practical tips and techniques that they can immediately apply and coach others within their own organizations to assure business success.
4-hour workshop (including breaks), where content is delivered and discussed, followed by small group breakouts of 3 with rotating roles of communicators and observers. Content delivery will include a few video clips from TED Talks.
Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Enterprise and corporate performance management (EPM / CPM) methods are now viewed as the seamless integration of managerial methods such as balanced scorecards, strategy maps, enterprise risk management, driver-based planning and budgets, rolling financial forecasts, activity-based costing (ABC), customer profitability and relationship management, supply chain management, lean and Six Sigma quality management, and resource capacity planning.
Each of the EPM methods should be embedded with business analytics (BA) of all flavors; such as correlation, segmentation, and regression analysis; and especially predictive analytics.
Regarding planning, the annual budget is often perceived as a fiscal exercise done by the accountants that is: (1) disconnected from the executive team’s strategy and risk management mitigation plans, and (2) does not adequately reflect future volume drivers. The budget exercise is often scorned as being obsolete soon after it is produced, and biased toward politically muscled managers who know how to overstate and “pad” their budget request.
Some organizations revert to rolling financial forecasts, but these projections may include similarly flawed assumptions that produce the same sarcasm about the annual budgeting process. Two components of the enterprise and corporate performance management (EPM / CPM) framework, strategy maps and activity-based costing principles, can be drawn on to resolve these limitations.
Building a core competency in strategy execution creates a competitive advantage for commercial organizations and increases value for constituents of public sector organizations. This competency links the strategy to the resources required to achieve plans.
This presentation will describe how to complete the full vision of analytics-based enterprise performance management to improve organizational performance.
To see Gary’s Bio, please click here – Gary Cokins Bio
The world has changed, but has your finance department changed with it or are they doing the same things the same way they always have?
Want to be the lunch sponsor for this event? Contact Amy Puente at firstname.lastname@example.org
This session will be dedicated to the possibility that a professional organization can be run more effectively when it realizes that it primary output is knowledge. Creating such an organization is hard work and not for everyone. It requires us to think differently than we have in the past about what it is that we do. You are hereby invited to open a dialogue on a different model for creating and capturing value in any organization. We will explore two business models. We will also begin a conversation about the four transformations that need to occur in order for you to make the transition successfully.