Diploma in Strategic Finance& Analytics How to be a Finance Business Partner! Course Outline
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1 Diploma in Strategic Finance& Analytics How to be a Finance Business Partner! Course Outline Page 1 of 4
2 Introduction Background As part of its mandate to provide opportunities for continuing education and development to its members, Chartered Accountants Ireland wishes to offer a Diploma in Strategic Finance & Analytics (DSFA). Senior financial professionals working in management were in the past caricatured as little more than bothersome referees who would sporadically appear to present results or to admonish people for breaches of procedures. Whatever about the truth of this caricature, financial managers today must act as coaches who understand what is happening in the business and who continually explain to colleagues in other functions how their actions impact on the attainment of overall corporate goals. The most successful businesses are powered by individuals who are contributing fully, able to make a difference, and committed to their company s success. They must challenge and drive better business decisions, supported by accurate and timely information. Data is not enough; the finance partner must show the insight from that data and communicate it in a relevant and credible way. Aim The DSF aims to help participants fulfil their role as coaches by addressing two key needs: 1. Analytical the need to accurately diagnose the firm s strategic position and to recommend appropriate responses using business strategy analysis, value chain analysis etc. 2. Commercial skills the ability to influence and win over management colleagues and other staff by using presentation, communication, persuasion and negotiation skills in an ethical way. The course will aim to offer candidates a tool-kit of techniques which address both needs so that each participant become a more valued asset to the businesses and has a seat at the table when decisions are being made. The course will also address current topics such as Big Data and the evolving role of the finance manager. Target The course is primarily but not exclusively - aimed at accountant and other financial professionals working in management in industry, business and financial services. Structure The format of the course will be six 10 hour teaching modules to take place Friday afternoon/saturday. Evaluation Page 2 of 4
3 There will be a two-stage evaluation of candidates for the DSF qualification: 1. Two assignments: a. An analytical assignment (after Module 3) requiring candidates to conduct the examination of a strategic aspect of their own business e.g. a review of the strategic value of their firm s various activities. b. A personal skills-based assignment (after Module 6) requiring candidates to use all the skills taught on the course e.g. a live/recorded, case-based project making use of presentation, communication, persuasion and negotiation skills Page 3 of 4
4 Module 1, Day 1 Strategic Corporate Finance Course Outline Enterprise value and its significant in corporate finance Business risk, financial risk and the cost of capital Cost of capital, return on capital employed and shareholder value added The impact of business strategy on shareholder value added The application of business strategy and ABC analysis in business restructuring The impact of the business cycle and the asset price cycle on asset returns Course notes Case studies Module 1, Day 2 - Communicating With Different Personality Types Understanding different personality types Individual personality assessment Impact of your work style Communicating effectively with different types of people Adapting your approach in order to get results Asserting yourself without upsetting others Course materials Completion of MBTI questionnaire Exercise - Communicating as a finance business partner with key stakeholders/audiences Page 4 of 4
5 Module 2, Day 1 Strategy Analysis Introduction: the financial manager as referee v. the financial manager as coach looking forward instead of back Managing ambiguity and change; Is the finance function driving growth or driving down cost? Corporate finance basics adding value versus subtracting value Business strategy analysis Knowing your industry; what is your business trying to achieve? Value chain analysis Determining corporate strategy Useful sources of information on the internet Course notes Case studies Module 2, Day 2 Strategic Costing Activity based costing Enterprise resource planning Life-cycle costing Target costing Enterprise resource planning Value chain analysis Pricing for advantage Course notes Case studies Guest speaker- Using Enterprise Resource Planning systems. Page 5 of 4
6 Strategic Cost Accounting Strategic cost accounting Key performance indicators (KPIs) and the Balanced Scorecard Strategic benchmarking measuring the performance of other companies Enterprise resource planning and Activity-Based-Costing (ABC) analysis The implications of ABC analysis for business strategy Analysis as a tool to solve problems/make better decisions What do the numbers tell you Financial planning, modelling, forecasting and variance analysis Analysis of costs, margins, product mix, etc. Case studies Ryanair case study and strategic analysis: An analysis on the competitiveness and lowcost strategy of Europe's leading low-cost carrier Ryanair Page 6 of 4
7 Module 3, Day 1 Budgeting & Strategic Planning Be clear on your business case and confident in it. Financial planning Analysis of order backlog, book to bill ratio etc. Forecasting Budgeting & phasing of budgets Capital expenditure Reporting Balanced scorecard & KPIs Benchmarking Course notes Case studies Module 3, Day 2 - Influencing Key People Building your influencing tool-kit - getting buy in 4 step influencing model The psychology of persuasion Influencing practice & feedback Influencing upwards Personal influence & impact Using social & emotional intelligence to get results Course materials Exercise - Influencing key stakeholders/audiences as a finance business partner Completion of Emotional Intelligence assessment Page 7 of 4
8 Module 4, Day 1 Structure, Strategy & Organisation Structure & strategy Capacity planning - management of staff numbers based on above, including getting right balance between own staff and contractors Design effective partner strategy balancing sales imperatives with financial constraints Incentives - designing remuneration systems to accord with strategic objectives Business restructuring Financial restructuring Course notes Case studies Module 4, Day 2 - Presenting Persuasively Building credibility as a business leader Presenting financials in a meaningful way Delivery that connects, engages & gets results Selling yourself & your message Presentation practice & feedback Course materials Exercise - analysing your audience Finance business partner presentation with feedback Page 8 of 4
9 Module 5 Our Lives through Data: Using Analytical Tools to Analyse Big Data Learning Outcomes: After this module, students will be able to: Recognise the importance of quality data to their enterprise Recognise the opportunities in data sources available Understand the process of turning raw data into actionable insights Understand the types of insights which can be gained from data exploration, classification, prediction, etc. Understand and use the tools and techniques which are available to mine these insights from data Produce compelling visualisations of their insights, which can be used when making a business case. Develop an analytical capability within their own organisation Module 5, Day 1 The Analytical Toolbox Introduction to Analytics What is Data Analytics? Business case for analytics Types of analytics predictive, descriptive Introductory Case Study Data Science and the Titanic Working with Data Types of data nominal, ordinal, categorical, numerical Types of data sources Data preparation and data cleaning Basic Data Exploration Investigating a new data set Get summary information Ranges and deviations Using R and R-Studio Regression Basic Linear Regression Application of regression model Analysing performance of model Page 9 of 4
10 More complex regression types Classification Decision trees Application of decision tree Loan Applications Decision rules Comparison of trees and rules for application Bayes Theorem Bayesian classifiers Application - fraud transaction analysis Association Types of association Association rules Using Support and Lift Application Market Basket Analysis Cluster Analysis Looking for sets of similar items K Nearest neighbours method Other cluster methods Applications in the accounting domain Black Box Methods Neural networks Support vector machines Using neural networks on loan data Text Analysis Categorisation Concept extraction Twitter text application Data Visualisation Types of visualisation Choosing the right visualisation method Summary Page 10 of 4
11 When to use different analytical methods Other tools which may be useful Module 5, Day 2 Building an Analytical Capability The Data Analytics Pipeline Extract, transform and Load Data cleaning Feature extraction Online Analytical Processing Tools and techniques Case study The Big Data Revolution Sources of data Dealing with Unstructured data Hadoop and other big data tools Big data and the Cloud Case Study Netflix Competing on Analytics Using analytics to gain competitive advantage The key attributes of analytical companies Using analytics on internal processes Financial, Manufacturing and HR Applying analytics on external processes Customer, Supply chain Case Study Building an Analytical Capability A maturity model for analytical capability Managing analytical people An architecture for business intelligence Future of analytical competition Case Study Conclusions Key Action Points to Take from the Course Further directions Checklist Reading List Module 6 Current Page 11 of 4
12 Introduction to corporate risk management. Yield management Supply chain analysis, outsourcing and the make/buy decision. Joint ventures and strategic partnerships Acquisition and divestiture decisions Course notes Guest on Transforming the Finance function. Page 12 of 4
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