This course introduces a range of strategic models through a number of cases, which become the focus of debate to enable peers to share their real-life experiences and challenges in these areas.
The Strategy & Leadership for CFO's and Senior Finance Executives Programme will enhance your ability to lead whilst giving you the wider business expertise required of today’s high-performing CFOs.
This intensive programme was designed by a former Finance Director with global responsibility and considerable leadership development expertise. It helps current and aspiring CFOs and Finance Directors address the common issues that arise as they move from technical roles into positions of leadership.
A key feature of the course is the use of two professional psychometric tools, which allow you to understand your leadership style and how to understand the behaviours and preferences of your teams and senior colleagues.
This course introduces a range of strategic models through a number of cases, which become the focus of debate to enable peers to share their real-life experiences and challenges in these areas.
You will understand how to choose performance measures and communicate them to non-financial colleagues in order to guide your organisation through a transformation program that creates value by aligning financial capabilities with corporate strategy.
Course Objectives
Attend this high-level 5-day course and learn key skills to:
Lead the finance function to be a partner to the business
Linking financial objectives and performance measures to business strategy
Understand your leadership style and link this to financial objectives
Evaluate the practical implications of investment decisions and acquisitions
Build and lead a high performance finance team
Evaluate a deeper insight into how the business model translates into the accounting numbers
Meet the different objectives of investors and funders
Drive innovation and lead cultural change
Lead organisational transformation
How will this Training Course be Presented
The teaching methodology used on this course combines formal theoretical instruction with frequent use of exercises and case studies. In addition, two psychometric tools will also be provided. There will be opportunity for debate within the group on their own experience led by the instructor and so to learn from each other’s experience.
There will be ample time for group discussion with the tutors as most senior managers learn best from their own context and experience. The course is intended to be practical and interactive, with delegates encouraged to ask questions. Each day will allow participants some time to apply the material introduced during the day to their own business, with support from the tutor.
The Course Content
Day 1
The CFO as a Leader – Setting the Parameters
You: The Evolving CFO
The programme begins with participants introducing themselves, their expectations and objectives. Focused on the individual participant, this initial session will explore:
The scope of the CFO responsibilities
Your strategic and leadership skill sets
Your career aspirations as a CFO
Setting the Scene – What does the Modern CFO Do and how do You Spend your Time?
Controller
Strategic consideration
Setting the tone
Governance
Mergers and acquisitions
Investor relations
What are the issues?
Case Study:
Exploring the issues that CFOs face during a time of change
Setting Financial Objectives– Key Financial Issues
Shareholder value
Setting financial objectives
Capital structure
Economic value added
Need for growth
Organisational issues
Choosing Financial Measures
Using the Performance Prism
Shareholder Value metrics
Using the balanced scorecard
Behavioural Finance and Personal Bias
Understanding bias in financial data
The risks of believing the numbers
The risks of sales forecasts
The problem of too much cost control
Day 2
The Strategic Context – What are the Organisation’s Objectives?
Introduction to Strategy
Where does strategy come from?
The purpose of the firm
Levels of strategy – corporate, business unit and operational
Determinants of strategy
Sources of data
Designing and Implementing Strategy
Analytic tools and techniques to design and build the strategy
Integrating financial strategy into current operational plans and priorities
Influencing, formulating and implementing strategy
Designing Strategy – Strategy from the Outside
Introduction to industrial economic value of strategy
PESTEL analysis
Porter’s five force model
Supply chain analysis
Designing Strategy – Strategy from the Inside
Resource based theory
VRIN model
Strategic assets
Implications for strategy
Linking Financial Objectives to Organisational Strategy
Aligning Strategies
Introduction to value drivers
Need for sustainable competitive advantage
Identifying sources of competitive advantage
Public Share Markets and Share Prices
Linking financial performance to share prices
Understanding fundamental value
The difference between firm performance and share price performance
The role of stock market analysts
Day 3
Personal Style: Understanding Yourself
Personal Style
Who am I?
Decision Profile analysis – understanding the dimensions of risk, luck, decisiveness and intuition
Personal Style and Managing Others
The Myers-Briggs type indicator and managing different styles
The Transformational CFO: Leading Change
Day 4
Personal Style, Leadership and Culture
The Transformational CFO
Building sustainable leadership
Building individual leadership capacity through self- awareness
Becoming more reflective about leadership and how it works
Changing the way the organisation thinks about leadership
Organisational Culture
Culture web
Building and Leading a High-Performing Finance Team
Assessing the strengths and weaknesses of your team
Developing, influencing and motivating individuals
Managing dynamics to ensure that your team is working at their peak performance
Day 5
The CFO as a Leader and Business Partner
Leading through Successful Change
Analysing the impact of change on people and the organisation
How your personal change style impacts your approach to leadership of change
Supporting people through change
Overcoming conflicts and chaos situations
Strategic Communication
Investor relations strategy
Designing the message externally and internally
Managing internal messages
Preparation for own personal strategic plan
Course summary and close
We are a passionate group of people who assist organizations achieve their aspirations by working with them to train their people for success. Our staff is equipped with years’ of experience designing and delivering training courses and tailor made programmes.
ICL’s public courses, in-house and customized training options make it easy to bring about real change, with real results. Institute of Corporate Learning (ICL) can help with all your training needs no matter where in Africa you are based.
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