COMPLETE CFO GUIDE ON ANALYTICS,CORPORATE PERFORMANCE MANAGEMENT,BUDGETING,REPORTING

Management accounting practices have become increasingly progressive since the 1980s. 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. Collecting, validating, and reporting…

COMPLETE CFO GUIDE ON ANALYTICS,CORPORATE PERFORMANCE MANAGEMENT,BUDGETING,REPORTING

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Management accounting practices have become increasingly progressive since the 1980s. 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. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In this 8 Hour webinar Internationally recognized expert, speaker, and author Mr.Gary Cokins will take you through how to apply Business Intelligence and Business Analytics to the Financial data, Corporate Performance Management(CPM), Budgeting & rolling Financial Statements and Effective Management Accounting PracticesSession 1: Corporate Performance Management (CPM)Corporate performance management (CPM) is now viewed as the
seamless integration of managerial methods such as strategy execution with a
strategy map and its companion balanced scorecard (KPIs); enterprise risk
management (ERM); driver-based budgets and rolling financial forecasts;
product, service-line, channel, and customer profitability analysis (using
activity-based costing [ABC] principles); customer lifetime value (CLV); and
Lean and Six Sigma quality management for operational improvement. Each method
should be embedded with business analytics and especially predictive analytics
as a bridge to prescriptive analytics to yield the best (ideally optimal)
decisions. This session number 1 is on a strategy map and its companion
balanced scorecard (KPIs)Session 2: Effective
Management AccountingCritics have claimed that traditional managerial accounting is at
best useless and at worst dysfunctional and misleading. Most line managers do
not trust their management accounting data. 21st Century management accounting develops cost/unit metrics that
are useful for budgeting, cost analysis, and control. Activity-based costing
(ABC) brings truly accurate fact-based costs with visibility. ABC does not
broadly allocate overhead, but traces costs by identifying cause-and-effect
relationships. Such information provides the ability to reveal the true profit
margins for products and service-lines as well as for specific sales channels
and customers. The same information also helps reduce costs and improve
productivity by reporting unit costs that can be benchmarked against your competition
and to monitor cost trends. Removing the barriers caused by your current
management accounting techniques can provide huge rewards.  Session 3: Driver Based
Budgeting & Rolling Financial StatementsThe annual budgeting process is often criticized as a fiscal
exercise done by the accountants that is obsolete soon after it is published,
prone to gamesmanship, cumbersome, not being volume sensitive, and disconnected
from the strategy and needed risk mitigation spending. You can resolve these
deficiencies using capacity-sensitive driver-based expense projections.
Driver-based budgeting allows for quick scenario planning and far easier
analysis of a growing organization whose future may look nothing like today.
The budget can be periodically refreshed to be rolling financial forecasts
extending beyond the fiscal year end. Learn how managerial accounting can
become managerial economics. Session 4: Business
Intelligence (BI) and Business Analytics (BA)

Volatility and complexity are the new normal. Most organizations
are drowning in data, but starving for information. The finance and accounting
function has the opportunity to leverage Big Data and the continuum of
analytics – descriptive, diagnostic, predictive, and prescriptive. All are
useful for better decision making. Collecting, validating, and reporting data
is not the same thing as analyzing information where we can glean valuable,
actionable insights. In some ways the finance function is many years behind
other disciplines such as marketing, sales, and supply chain managers, in
applying analytics. How can the CFO’s function catch up? Join this webinar to view corporate performance management (CPM) as the seamless integration of managerial methods rather than as a single process and how to apply Business Intelligence and Business Analytics to the Financial data, Budgeting & rolling Financial Statements and to learn Effective Management Accounting Practices. 

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