Chief Financial Officer (CFO) Academy

Transcription

1 Chief Financial Officer (CFO) Academy Duration 8 days / 64 academic hours / 48 CPD-units / 56 CPE-hours Required level of preparation Higher economic or financial education, 3+ year experience as a Head of financial Department or as Financial Department Head Deputy. Do you face these problems? Strategic decisions do not always lead to the desired results? You do not know how to minimize financial risks that make negative influence on your business? You have concerns about choosing appropriate financing structure and indicators for analysis? Do you want to improve communication with your subordinates and leaders? Does your presentation raise questions among investors? We invite you to take part in a unique modular development program Chief Financial Officer (CFO) Academy. From financial specialist to strategic advisor in 8 days this is possible with EY Academy of Business. Who is the program for? CFOs and their deputies Candidates for the role of CFO Heads of financial and economic departments. Why EY Academy of Business? EY Academy of Business tutors recommendations allowed our clients to attract more than 1 billion USD investments EY carries out annual research to study CFO competences dynamics. We helped over 4500 CFOs to become more successful EY Academy of Business won the Trainings 2015 award as the Company of the Year, Trainings 2014 award as the Best Corporate University and Big Consulting 2013 as The Best Corporate University. Advantages of the Program Methodology of the world leading business-schools and companies such as Chicago Booth School of Business, Wharton Business School, TTI Success Insights, Institute of Certified Management Networking and knowledge sharing with entrepreneurs and executives IQ + EQ: combination of personal and professional development Post-training support: 3 years of support from program business trainers and consultants for you to ask questions related to the topics covered.

2 Chief Financial Officer (CFO) Academy 2 Diploma and Certificates Upon completion of the program, participants will receive EY Academy of Business Diploma. Upon completion of each module of the program, participants will receive certificates of EY Academy of Business. Diploma and Certificates Upon completion of the Place program, and time participants will Training receive sessions EY Academy are of conducted Business at Diploma. EY Academy of Business from 9:30 Upon to completion 16:00. of each Program module of fee the program, participants will receive rubles plus VAT certificates of EY Academy per each participant of Business. Registration Place and time Training sessions are conducted at EY Academy of Business from 9:30 to 16:00. Academy of Management Program fee trainers and rubles consultants: plus VAT per each participant Wide experience working in Registration top and middle management positions and in consulting Involvement in strategy implementation for leading companies in different industries Expertise in finance, strategy and leadership PhD, ACCA, CIA, CMA, PMP, МВА, MBTI, DISC, etc. The main objective of the program is to help CFOs in their role of CEO s strategic business partner. During the program participants will find answers to the following questions: What strategies help companies to succeed in the market: whether it makes sense to reduce costs, or to increase them? How to apply strategy to operational level? How to model financial risks and consider their impact on achieving the goals? What financial indicators are recommended to use to evaluate company s performance? How to choose optimal external sources of financing depending on the economic situation in the market: recession, trough, recovery and peak? How can knowledge of human psychology help to improve your personal effectiveness and effectiveness of your team? How to present the financial results of the company to Board of directors and investors? How to make your presentations effective and achieve your goals? How will you benefit? Company management will lean on your opinion when choosing strategic initiatives Strategy chosen with your participation will be successful and business value of your company will increase Attracted investments will help to increase profitability of shareholder s equity You will be able to model and evaluate financial risks Your team will work cohesively; your work will bring more excitement and satisfaction for you and your fellow workers. You will be more confident in developing your unique leadership style You will gather tricks and hints that will allow you to deliver powerful and winning presentations and your investors will vote with their money. The program fee in Moscow You can participate in the whole program as well as in its individual modules. Module I Module II Module III Module IV Duration 2 days 2 days 2 days 2 days Module fee*, RUB Program fee*, RUB ** * The fee includes: participation of one person in the program, study materials, lunch, tea and coffee breaks. VAT (18%) will be added to the fee. ** The fee is applicable when registering and paying for all 4 modules.

3 Chief Financial Officer (CFO) Academy 3 CFO Academy timetable Module I Module II Module III Module IV Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Business Strategy and its Transfer to the Operational Level Break Financial Risk Modeling CFOs Personal Effectiveness and Effectiveness of their team (DISC ) Break Financial Strategies and Modern Financial Target Ratios Break Presenting Financial Results to Investors Recommended training scheme Financial Analysis II: Valuation of Effectiveness of a Company s Activity Investment Projects Evaluation II: Sources of Financing and Other Complex Questions Financial Modeling II: Financial Business Situation Forecasting Business Valuation Risk Management DipIFR (Rus) Preparatory Program АССА Preparatory Program CFO Academy CFA Preparatory Program.

4 Chief Financial Officer (CFO) Academy 4 Module I Business Strategy and its Transfer to the Operational Level, 2 days To discuss major global trends and factors that influence business strategies To study new approaches to the formation of competitive advantage To analyze the impact of strategy on increase of business value To review the principles of strategic positioning of the company To find the ways to achieve a balance between reducing costs and increasing value for clients in order to create competitive advantage and its growth To master mechanisms of applying strategy to the operational level To learn what the strategic fit of organization is, and how to create it To understand the company's commitment to strategy implementation To apply the strategic map for business budget planning. Day 1 "Business strategy: evaluation of competitive advantage, reduction of costs against rising values" Participants introductions. Program overview Introduction: the changing role of CFO. Focus on strategic management Major global trends and factors influencing strategies of companies (overview of world s leading business schools research). Discussion: the most important factors for your company Strategic Pyramid: vision, mission, values, strategy, goals, actions, motivation Criteria of successful strategy: the increase of business value and ROI Strategic positioning: value/costs graphics. Four types of strategic positioning. Productivity line Metrics of competitive advantage. Comparison of the analyzed company to its competitors Final facilitation of a group work (in mini groups) on the topic: drivers of competitive advantage growths on the axis value/costs. Discussion and prioritization. Conclusion. Day 2 Applying strategy to operating level Strategic planning stages Strategic Map logics of strategy description The financial component - economical results of the strategy Growth strategy: increase income opportunities or increase in value Productivity strategy: cost management, asset management The client perspective - the fundamental for strategy: specific customer value proposition Business processes and training/development the ways to implement strategies Operational Management The process of client management Innovative Processes Intangible assets - strategic fit Human capital Information capital Organizational capital Transferring objectives of strategic map into specific indicators: The Balanced Scorecard (BSC) Programs to achieve strategic goals - initiatives Case study: making decisions on funding strategic initiatives Filling in DISC*questionnaire * Results of DISC questionnaire will be interpreted during the third module - CFO s Personal effectiveness and effectiveness of their team.

5 Chief Financial Officer (CFO) Academy 5 Module II Financial Risk Modeling. CFOs Personal Effectiveness and Effectiveness of their team (DISC ), 2 days To study modern methods of uncertainty and risk analysis, such as scenario analysis, factor analysis, building of event and decision trees, application of Monte-Carlo method To learn how to use such tools as Tornado diagram and Monte Carlo histogram of modeling results distribution To learn instruments for risks evaluation using MS Excel functions To develop system approach and practical skills for risks analysis To define your own and others behavioral and communication styles To understand key characteristics of DISC* behavioral styles To see how your style can influence others To learn how to flex you style when interacting with others To get recommendations based on the DISC report for improving personal effectiveness, quality of individual and team work. Day 3 Financial Risk Modeling Risk definition Definitions of risk and uncertainty Modern methods of risks and uncertainty evaluation Fundamentals of financial modeling Common rules for building of the company s financial models Research of sensitivity of financial position of the company using Data Table macros Factor analysis and presentation of the results in Tornado diagram format Calculation of safety margin and finding critical values of risk factors using Goal Seek function Making decisions with constraint Making decision about capital rationing using Solver macros Optimization of borrowing and repayment scheme to minimize financial expenses Scenario analysis Techniques and results of scenario analysis Building of event tree and decision tree Analysis and calculation of event tree Monte Carlo method Monte Carlo method essence Assignment of random scenarios and interpretation of gained results Risks indicators: standard deviation (SD), expected value (EV), variation ratio (SD/EV), probability of losses Modelling of effective measures on risks reduction Recommendations on usage of Monte Carlo method template in MS Excel. Day 4 CFO s Personal Effectiveness and Effectiveness of Their Team (DISC ) Introduction to DISC: History and concepts DISC behavioral styles Key characteristics of each behavioral style Advantages and risks of each behavioral style The difference between "innate" and "adaptive" styles How to define others' behavioral styles. Video Analytics Defining your own behavioral style. Interpreting individual DISC reports Defining individual zones for development Application of DISC in business: DISC and communication: communication with subordinates and colleagues DISC and leadership: leadership styles, team interaction. * DISC model of behavioral assessment is based on fundamental research in the field of typology of personality by Carl Gustav Jung and William M. Marston. More than half-century history of widespread usage of this tool confirms its effectiveness. DISC model has been widely used in America, Europe, Australia, New Zealand and South Africa. It is easy to use and interpret. Such success of this model is explained by its easiness in application and interpretation of the results.

6 Chief Financial Officer (CFO) Academy 6 Module III Financial Strategies and Modern Financial Target Ratios, 2 days To analyze traditional and modern financial ratios of the company s performance To get acquainted with the practical application of the optimization approach to funding structure To learn multi-criteria methods of financial decision To study financial planning models, depending on the economic environment and business strategy: rapid growth, development and decline. Day 5 Sequence of making strategic financial decisions Debt and its influence on net profit and return on equity volatility Financial structure and degree of financial leverage (DFL) Criteria for optimal financing structure for different strategies Increasing shareholder value Minimizing risks associated with capital structure Sufficient funding of projects / assets Historical approaches to determining the optimal financing structure Miller and Modigliani theory Trade-off theory Pecking order theory Additional factors taken into account when making funding decisions. Influence of cost structure and operating leverage on funding decisions Financial planning models for different development strategies Normal growth: models of internal and equilibrium growth Aggressive growth. Selection of the optimal structure of financing investment projects. Adjusted Present Value (APV) Recession: working capital management Day 6 Multicriteria methods of decision-making Financial role play «How - how much why» Specifics of evaluation of financial results of the company on different stages of its lifecycle. Accounting of prospects of business development Modern evaluation approaches and ratios, based on company s created value. Groups of ratios, calculated by ratios of financial statements, cash flows and market value Economic value added (EVA) and Market Value Added (MVA) Ratios of value added calculated by cash flow. Cash Flow Return on Investment (CFROI). Cash Value Added (CVA) Ratios based on market values. Total Shareholders Return (TSR) and Total Business Return (TBR) Selection of preferable ratios. Company management by financial ratios according to the stages of lifecycle.

7 Chief Financial Officer (CFO) Academy 7 Module IV Presenting Financial Results to Investors, 2 days To get recommendations on preparing to present company s financial results to investors To get acquainted with the principles of visual and audial information perception To practice skills in selection of relevant set of financial indicators characterizing different aspects of business To review the rules of presentation To practice stress management techniques that are helpful during presentation To get peer and expert feedback and assess personal presentation skills. Day 7 Presenting financial results to investors Module overview, its goals and objectives Presentation development Your goal and its influence on structure and presentation of the material A preliminary analysis: audience, place, time, format How to sell presentation: what do people buy? Presentation goals development: Brainstorming and gallery of ideas Grouping of goals and justification for their selection Presentation structure and contents How do people remember things? Rules of composing presentations Variants of presentation structure How to finish presentation effectively Practice (group work): selection and grouping of necessary financial indicators characterizing operation of the company. Preparation of a presentation for investors: goal, structure, contents Analysis of results Feedback Day 8 Presenting financial results to investors Presentation technique: Channels of information transmission. Professor Mehrabian rule Visual component: eye contact, posture and gestures Visual aids: projector and flipchart Audio component: volume, tempo, intonation The verbal component: vocabulary Dealing with stress: Reasons and symptoms of stress Working with psychological/physiological reasons Practice: presenting financial results of the company to investors, presentations of mini groups, video recording, analysis and feedback Conclusion Module wrap up Program wrap up