Accounting, Corporate Finance, Business Management

Transcription

1 Accounting, Corporate Finance, Business Management Orsys, with 30 years of experience, is providing high quality, independant State of the Art seminars and hands-on courses corresponding to the needs of IT professionals. Orsys proposes a set of courses on the most important topics in IT technologies and management. Cycles certifiants Improving the performance of the financial and accounting departments (réf. SFC)... p.2 Eléments de stratégie et de gouvernance Building a business strategy (réf. INI) Best Full learning... p.3 Designing and implementing a marketing strategy (réf. MAS)... p.5 Tableaux de bords Creating and Using efficient dashboards for Managers (réf. TAB) Best... p.6 Employee management: Managing with scorecards (réf. GSO) Best... p.8 Contrôle de gestion, audit Setting up management control (réf. CDG) Best Full learning... p.9 ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 1

2 Hands-on course, 2 Ref : SFC Administrative and financial managers, accounting managers, managers of cross-departmental functions. Have verifiable experience in the accounting and financial functions. Improving the performance of the financial and accounting departments Conveying reliable financial information within a reasonable timeframe is more of a challenge than ever before. This training course will allow you to improve the performance of your finance function, specifically through a reduction in closure times, improvements to processes and the implementation of new management tools. Position the accounting and financial functions within the company Improve the quality of the various cross-departmental processes Help you to be better organized so that you can focus on your high value-added specialist projects Implement new management tools Promote interaction between the accounting and finance teams and the other departments 1) Positioning the accounting and financial functions within the company 2) Assessing the performance of the financial departments 3) Arranging the implementation of the strategy for developing the organization 4) Optimizing the accounting and reporting processes 1) Positioning the accounting and financial functions within the company - Defining the main tasks and determining the major objectives of the financial departments. - Analyzing the needs of internal customers. Discussions Listing and prioritizing the tasks within each company. 2) Assessing the performance of the financial departments - Ensuring consistency, quality and compliance in the financial reporting. - Managing the various regulatory, accounting and fiscal requirements. - Analyzing the cross-departmental processes: management and review processes. - Assessing the quality of the departments: reactivity, verifiability, productivity. Characterize the performance of the accounting and financial departments. Assess the processes in which the trainees are involved. 3) Arranging the implementation of the strategy for developing the organization - Establishing a unified and simplified management benchmark based on an ERP. - Adapting the tool to changes in the company in accordance with strategic, functional and financial requirements. - Standardizing reporting: reducing the closure and financial reporting timescales. - Ensuring that the accounting and finance frameworks comply with the regulations in force. - Enhancing performance: develop EDI, scanning of invoices, electronic data management. - Implementing new forms of organization: shared service center, outsourcing, etc. Case study Suggest ways to optimize closure times. List the best methods for organizing the department. 4) Optimizing the accounting and reporting processes - Constructing scorecards: defining performance indicators. - Establishing a process for the observation and analysis of internal and external performance. - Communicating with different contacts: knowing how to motivate. - Promoting the added value of the accounting and financial departments. Role-playing With the help of the scorecards you have designed, simulate how they might be used in a meeting between departments. Role-playing. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 2

3 Hands-on course, 3 Ref : INI Leaders, senior executives, board members. No particular knowledge. Building a business strategy Best Full learning This course offers you an approach for defining a strategy that relies on the company's assets, taking into account all internal and external factors. It shows you how to deploy that strategy and mobilize your teams to enforce it. Build a master plan for your company's strategy Analyze the background and create a strategic diagnosis Identify various analysis assistance tools Define your positioning and choose your strategic options Oversee the deployment of your main strategic goals Improve your leadership to mobilize your teams 1) Building the strategy's master plan 2) Analyzing the company's background 3) Creating your strategic assessment 4) Strategic analysis assistance tools 5) Outlining the strategic orientations 6) Deploying the strategy 7) Developing your leadership 1) Building the strategy's master plan - Defining the company's general policy. - Promoting the company's vision or purpose. - Deploying the strategic objectives. 2) Analyzing the company's background - Impact of globalisation. - E-commerce and consequences. - Sustainable development and new priorities. 3) Creating your strategic assessment - External analysis: - Identifying your competitors. - Assessing the market's supply and demand. - Studying the competitive dynamic. - Internal assessment: - Building the company's value chain. - Identifying the company's strategic resources. - Assessing the internal skills and how to transfer them. Conduct a strategic assessment of a given company. 4) Strategic analysis assistance tools - Use PEST and SWOT matrices. - Identifying key success factors. - Creating the value chain. - Locating the five Porter forces. - Creating the BCG and McKinsey matrices. Create the SWOT and BCG matrices for your company. 5) Outlining the strategic orientations - Drawing on your assets. - Key success factors: Products, clients, technologies, etc. - Drawing on your competitive advantages. - Taking your unique features into account: Skills/market position. - Choosing your strategic options: Cost, differentiation, specialization, diversification. - Defining the growth strategy: Internal or external? Define the positioning and growth strategy of a given company. 6) Deploying the strategy - Identifying the conditions for successful implementation. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 3

4 - Taking the corporate culture into account. - Analyzing each step to maintain an operational dynamic. - Deploying successfully. - Orchestrating internal and external communication. 7) Developing your leadership - Uniting your teams around the strategy. - Locating patches of resistance. - Using instruments of action. - Detecting your employees' skills. - Developing collective intelligence. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 4

5 Hands-on course, 3 Ref : MAS Executives in charge of their business unit's marketing strategy, business leaders, marketing directors, marketing managers, product managers, sales directors, communication directors. Basic marketing knowledge. Designing and implementing a marketing strategy Positioning a consistent marketing strategy with the company's goals. Managing a business portfolio while approaching the competitive environment. Reconciling the marketing and strategic segmentations (productsmarkets/sbus, business unit prioritization). Positioning product lines. Decision support tools. Create a strategic assessment Apply the decision support tools and matrices Assess the competitive environment Target the business portfolios Create value 1) Business strategy and marketing strategy 2) Strategic assessment 3) Decision support tools 4) Strategic segmentation 5) Competitive strategies 6) Business portfolio strategies 7) Positioning and value creation 1) Business strategy and marketing strategy - Repositioning strategic marketing in overall marketing demand. - The company's project, mission, and objectives. - The company's strategic choices and orientations: Consistency, reference frame, result indicators. 2) Strategic assessment - Assessing the situation: Approach key principles. - Identifying the environment: Internal and external analysis Conduct a strategic assessment based on a case study. 3) Decision support tools - Decision support matrices (McKinsey, ADL, Porter, etc.). - B to B tools: RMC and RCA. Exercises implementing the decision support tools and matrices. 4) Strategic segmentation - Managing marketing segmentation and strategic segmentation. - Defining SBUs. 5) Competitive strategies - Assessing the competitive environment. - The Porter model, domination by costs, differentiation, segmentation. - Kotler positions (leader, challenger, follower, nicher). Case studybased on an analysis scenario of the maket's main competitors. 6) Business portfolio strategies - Simplifying models: BCG, Arthur D. Little. - Using a complex model: The attractiveness/strengths grid. - The Ansoff matrix. Work on a BCG and Ansoff matrix. 7) Positioning and value creation - Brand value and positioning: Notions of distinctive skills, brand image, and client value. - Perceived value, desired value. - From scenarios and projects to operational plans. Positioning exercise and value creation for a company's line of products and services. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 5

6 Hands-on course, 2 Ref : TAB Executives, managers, team leaders. Basic managerial knowledge (role of a manager, team management, and communication). Creating and Using efficient dashboards for Managers Best To be effective, a manager has to have ways to get alerts and make predictions. He or she needs to have scorecards in place. This training will show you how to design them and track them effectively using operational indicators. Identify the issues and benefits of scorecards to a company Design the most relevant scorecards for your business Identify significant indicators based on your objectives Optimize your scorecards Use scorecards to monitor the company Manage your team with scorecards 1) Designing your scorecards and indicators 2) Selecting the most significant indicators. 3) Managing the strategy using scorecards 4) Manage your team with scorecards 5) Optimizing your scorecards 1) Designing your scorecards and indicators - Identifying the role and purposes of scorecards for the company and for management. - Definition: What a scorecard is and is not. - Understanding the scorecard approach: Knowing how to identify the company, clarify the mission, etc. - Placing an activity's performance under scorecard control. - Identifying three aspects of control and monitoring: Strategic, managerial, operating. - Defining the objectives of the organization, and of each department or office. - Identifying action variables or key factors of success. - Building the indicators. Setting up standards. - Choosing indicators based on the objectives. Different levels of indicators and their use. - Ranking result, progress, monitoring, reporting, and managerial indicators. - Identifying relevant indicators based on needs. - Selecting performance, activity, and timeframe indicators by function or by process. Brainstorming in subgroups: What are the different types of scorecards? Discussions. 2) Selecting the most significant indicators. - Defining the progress goals attached to indicators. - Identifying each user's needs; management, team, staff. - Determining what levels of information are required and giving them meaning. Brainstorming in pairs: Determining the key factors of success and the most meaningful indicators for your business. Discussions. 3) Managing the strategy using scorecards - Identifying the major steps of the project. - Instituting project management. Adopting a gradual approach. - Creating reports and implementing a reporting process. - Getting users and recipients involved. - Listing users' needs and useful levels of information. - Analyzing different requests. - Finding existing information. - Identifying sources of information: Build, collect, and check the information. - Knowing the cost of the information. Consolidating the information. - Formalizing the communication of the information. Making reading easier. Degree of accuracy. Frequency. Attractiveness. - Using tools to create the scorecard. Creating reports and designing a reporting system. : Create the matrix of a scorecard for your unit, department, or office. 4) Manage your team with scorecards - Manage the change by getting everyone involved. Sharing the project's issues, getting people involved and assigning them responsibilities. - Making your team members responsible for tracking indicators. - Getting your teams on board with scorecards; designing and updating. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 6

7 - Uniting your team around scorecards. - Analyzing the results: Interpreting and correcting deviations between actual and forecasts. - The scorecard: A decision support tool. - Holding meetings: Frequency, preparation, purposes. - The scorecard: A communication tool. - Using it as a cross-cutting information tool. Posting the scorecard. An internal or external benchmarking tool. - Using the scorecard based on your own managerial style. A tool for improving skills. Scenarios: During a team meeting, present the selected indicators. Analyze the sessions in groups. 5) Optimizing your scorecards - Organizing the presentation of scorecards with your teams. - Setting up an information circuit to encourage changes to the indicators. - Updating the scorecard. Adapting it to the company's strategy. - Risk mapping. Identifying which of the company's processes should be included. - Defining global performance indicators. - Verifying the efficiency of the processes based on set performance indicators. - Developing strategic scorecards. - Dividing the strategy into four perspectives: Financial, customer, process, learning. Case study: Creating and improving scorecards. Brainstorming perspectives of the strategic scorecard. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 7

8 Hands-on course, 2 Ref : GSO Any employee in charge of scorecards or the employment report ("social balance sheet"), for example. HR managers and corporate management controllers, leaders of small/medium businesses and HR departments. No particular knowledge. Employee management: Managing with scorecards Best This course will enable you to gain proficiency in the tools that are essential to creating adaptable, high valueadded scorecards. You will learn how to meaningfully analyze the data collected and create strategic tools from these reports. 1) Collecting information 2) The objectives of scorecards 3) Creating your scorecards 1) Collecting information 4) Using and interpreting the figures 5) Optimizing your scorecards - Information from the employment report. - Use existing data (employment report, single report, etc.). - Organize the collection of information. - Indicators from the employment report. - The limits of the employment report for employee management and other sources of data. - Qualify the data. Adapt your scorecards to the objectives, uses, and types of recipients. - Write appropriate communications. Analyzing and interpreting the existing training data within your company (employment report, comparison of situations, HR information system). 2) The objectives of scorecards - Managing and tracking HR activities (recruitment, training, employment climate). - Risk assessment - Upgrade professional practices. - Relevance criteria for all indicators. - Qualify the data. - Know how to tell efficiency indicators apart from effectiveness, activity, or result indicators. - Track key indicators. - Ratios, controlling them. Defining relevant oversight indicators for your scope. 3) Creating your scorecards - Scorecard construction methodology. - Clarifying recipients' requests. - Adapting the contents of frequency of the scorecards. - Calibrating the data (internal and external references) - Knowing how to upgrade your scorecards. - Backward scheduling and production pace. Work in groups in order to make the existing scorecards match. 4) Using and interpreting the figures - Know the main ratios. - Use appropriate statistical tools. - Use data to make forecasts. Define different ratios and interpretation. 5) Optimizing your scorecards - Making your scorecards look appealing. - Knowing how to use different graphics. - The importance of form and substance. Optimizing scorecard communications by practicing the creation of impactful presentations. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 8

9 Hands-on course, 3 Ref : CDG This course is for people who are asked to create and monitor budgets (accounting, management, or production deparment). Knowledge of basic accounting mechanisms. Setting up management control Best Full learning Assessing and monitoring the company using the main financial management tools (NWC, WCR, profit and loss account, financing and cash management, cash flow) and budget control (calculating deviations, identifying overruns). Creating result and performance indicators. Understand the benefit and usefulness of management control Optimize your cash flow while mastering financial tools Master different budgets, how to create them, and interfaces between them Analyze deviations between actual and forecast Implementing relevant management indicators 1) What is management control? 2) Cost accounting refresher 3) Financial tools 4) Budget tools 5) Budget control: Analyzing deviations 6) Management scorecard 1) What is management control? - General concepts. - Current advances. 2) Cost accounting refresher - Going from expenses by type to expenses by purpose. - Method for calculating costs. - Relevant costs and decision tools. - Activity Based Costing (ABC) method. Case study Determine the sales price of finished products by properly managing their costs in order to maximize margins. 3) Financial tools - Financial flows: Working capital (NWC), working capital requirements (WCR). - Tools: Provisional profit and loss account, financing plan, cash flow plan. - Multiyear forecast construction approach. - Choosing investments: Profitability criterion. Case study Optimize your cash flow by properly managing your working capital requirements. Identify the most profitable investments. 4) Budget tools - Creating and linking budgets. - Sales budget. - Production budget. - Procurement budget. - Corporate services budget. - Cash budget. Case study Make sure that cash inflows and cash outflows are matched in your sales, procurement, corporate services, personnel, and capital budgets. 5) Budget control: Analyzing deviations - Identification (deviations from costs and from sales). - Measurements. - Corrective actions. Case study Identify deviations between "actual" and "forecast" in order to ensure the company's efficiency. 6) Management scorecard - Result indicators and performance indicators. - Collecting information and choosing indicators. - Creating and explaining a scorecard. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 9

10 Case study Ensuring that the company lasts by optimizing the use of resources with the help of key indicators. ORSYS, La Grande Arche, Paroi Nord, Paris La Défense cedex. Tél : +33 (0) Fax : +33(0) page 10