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Executive Education
Clariden Leadership Institute
Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting for Improved Profitability (Switzerland)
Alan Fell
Faculty Director
Alan Fell, Faculty Director

 

 

Alan Fell is a leading, internationally recognized and respected specialist, with over 40 years of financial and business experience in strategic performance management – both in policy formulation and in practical application roles. Alan has wide practical experience of budgeting and forecasting techniques and has particular interest in the linkage of budgeting to other planning and performance measurement disciplines.

 

For the last 17 years, Alan has been operating as an independent management consultant and trainer, covering a wide breadth of closely related topics – from strategic planning and execution through to detailed budgeting and balanced scorecard. He has led more than 300 conferences, public training seminars and customized in-house training in a wide range of international locations, especially in the Middle East/Gulf region, followed by Asia, South Africa, Europe as well as the UK.

 

Prior to that, he was a senior executive with a major UK commercial bank and in his most recent line management role, he was Head of Planning and Finance for a major division with 3,000 staff.

Program Summary

With rapid changes and uncertainties in the business market condition, traditional once-a-year financial planning and budgeting no longer works as the management would be using outdated financial data to make critical decisions. Organizations today require more agile financial analysis, budgeting and forecasting capabilities to help them make key business and financial decisions to stay relevant amidst changing market conditions.

 

This two-day executive program is designed to help you improve your overall strategic financial planning, budgetary and forecasting techniques. You will learn how to conduct rigorous financial analysis to identify key drivers of business costs and profits to better manage budget and align it with your business strategy. You will discover how to map and align your business plans to your financial planning, budgeting and forecasting cycle. You will acquire various effective methodologies to measure, evaluate and re-calibrate your business performance to set goals and develop strategic plans for your organization. You will also gain a deeper understanding of your existing company’s financial performance and maximize your profits by managing costs, optimizing revenue and mitigating risks. At the end of the two-day program, you will become a better financial leader in analyzing your company’s financials, evaluating its performance and implementing new budgeting and forecasting techniques.

 

The Faculty Director, Alan Fell, brings a highly pragmatic, no-nonsense and robustly disciplined approach to the subject. The overall approach is that of higher-level strategic financial management perspective and specifically designed for those at management and supervisory level. Throughout the program, there will be reference to many case study examples, including those from Alan’s 40+ years of financial and business experiences that have helped improve the bottom-line for many of his clients.

 

This interactive two-day executive program is launched concurrently with the Financial Modeling for Financial Analysis, Forecasting and Budgeting in Excel. As both programs are designed to help you establish the right finance capabilities for your organization to pursue growth, you are encouraged to send in multiple participants to these two highly popular finance programs.



Programs, dates and locations are subject to change. In accordance with Clariden Global policy, we do not discriminate against any person on the basis of race, color, sex, religion, age, national or disability in admission to our programs.

Introduction

Deloitte’s research (2014) into planning, budgeting and forecasting found that 37% of respondents admitted to a failure in aligning their planning, budgeting and forecasting effectively with corporate strategy. In these circumstances, there is a risk that the activities of the organization will be misdirected as well as lacking in focus, alignment and cohesion because expectations have not been properly set. For organizations operating in a world of continuous change, annual budgets need to be upgraded to include responsive, flexible continuous forecasting. Rolling forecasts offer greater visibility into future operating performance. Unlike budgets, they reflect the fact that operations don’t switch off at year-end.

 

This two-day Strategic Financial Planning: Financial Analysis, Forecasting and Budgeting for Improved Profitability executive program aims to provide you with the analytical skills to build on world-class practices into your company’s budgeting and forecasting systems, and describes how to integrate business strategy, budgeting and forecasting into a single process. Moving away from the limitations often associated with traditional static budgeting, this program will have a special focus on the growing trend to “Rolling” budgets and forecasts. You will get to learn firsthand about the “Beyond Budgeting” concept from a member of the Beyond Budgeting Round Table (BBRT) UK.

 

The Faculty Director, Alan Fell, brings a highly pragmatic, no-nonsense and robustly disciplined approach to the subject. The overall approach is that of higher-level strategic financial management perspective and specifically designed for those at management and supervisory level. Throughout the program, there will be reference to many case study examples, including those from Alan’s 40+ years of financial and business experiences that have helped improve the bott om-line for many of his clients.

What You Can Expect

  • Develop and execute a strategic business plan that aligns with your financial plans, budgets and forecasts
  • Explore different forecasting and trending methods to foresee changing market trends and help you keep up with the competition
  • Determine your cost drivers to better control your budget and maximize your financial outcomes
  • Assess and evaluate risk and uncertainty associated with budgeting, forecasting and cost control to improve your forecasting accuracy
  • Conduct rigorous financial analysis to evaluate and forecast your future business performance
  • Design a financial strategy to measure your business performance and use it to optimize your revenue, costs and cashflow
  • Discover the key outputs of your financial plans and budgets and use them to establish your key performance indicators

Who Will Benefit Most

CEOs, CFOs, VPs, MDs, GMs, Chief Accountants, Cost Controllers, Directors, Managers and Analysts, involved in:

  • Financial Planning / Finance Business Partners / Capital Planning
  • Management Accounting
  • Product Control
  • Planning & Budgeting
  • Costing
  • Forecasting & Financial Analysis
  • Auditing & Internal Control
  • Risk & Compliance
  • Statutory & Regulatory Reporting / Policy Planning
  • Business Planning / Strategic Planning / Business Development
  • Operations
  • Portfolio Management

and anyone with vested interests in forecasting trends at the strategic, tactical, operational and planning levels

Program Outline

08:30 - 17:00 | Day 1

 

Business And Financial Strategy – And The Linkage To Budgeting

  • An overview of strategy management:
  1. Strategic analysis and strategic planning
  2. Alignment of strategy to annual operating plans and budgets
  3. The cascade of corporate strategy to business units or departments
  4. The imperative of successful execution, supported by robust and relevant monitoring of financial and non-financial performance
  • Financial strategy and the use of the Balanced Scorecard to combine financial and non-financial strategic performance measures
  • Integrating planning and budgeting: A recent case study on how to implement the general principles of this subject into a pragmatically managed business

 

Aligning Budgeting and Forecasting

  • History and principles of budgeting
  • Traditional or historic budgeting: Often much maligned, but why is it so widely used and what benefi ts can it deliver
  • The common problems associated with traditional budgeting and how they can be avoided or minimized
  • Top-down and bott om-up approaches
  • Creating a “value-add” budget process, where business managers see budgeting as providing genuine help and benefit or value to the challenges of business management
  • Forecasting: How it differs from and aligns to budgeting

 

Newer Trends in Budgeting and Forecasting

  • What are the newer budgetary techniques and how do they compare with traditional or historic budgeting?
  • Advantages and disadvantages:
  1. Performance budgeting
  2. KPI budgeting
  3. Value based budgeting
  4. Zero based budgeting
  5. Activity Based Budgeting
  • Creating a Performance Management culture based on good practices, where budgeting is undertaken within modern management practices of accountability, change management, communication, leadership and a performance or incentive culture

 

 

08:30 - 17:00 | Day 2

 

Going Beyond Budgeting - A Growing Concept

  • The sought-after benefits: How much is about changing the planning and budgeting process and how much is about management philosophy and culture?
  • The key principles of Process and Leadership within Beyond Budgeting
  • Abandoning the negotiated annual performance trap: Incentivizing people to achieve market and benchmark success, not to beat an internal negotiated budget
  • If budgeting is abandoned, what do we use instead?
  • What management tools are consistent with the principles of Beyond Budgeting?
  • How the Beyond Budgeting concept has grown internationally through to the present day – the Beyond Budgeting Round Table

 

Rolling Budgets and Forecasts

  • The Rolling concept and its inherent benefits and downsides: If traditional budgeting is replaced by a Rolling approach, what can we NOT do in future
  • Rolling budgets or Rolling forecasts? Which works better? Understanding the management accountability implications
  • Different aspects and types of Rolling: Explore the range and scope of possibilities. Should Rolling apply to strategic and capital budgets? If so, conceptually how can this be done?
  • The behavioral disciplines: Rolling only works when management act professionally and do NOT play the typical budgetary “games”. How can this be effectively implemented?
  • The 9 key “decision parameters” of practical implementation for Rolling

 

Financial Analysis and Variance Analysis

  • Looking at finance from a different management perspective: Management accounting, not financial accounting
  • How do we undertake relevant financial analysis for our organization, unit and department? What is generic and what should be specific?
  • How do we align the business needs of financial analysis with budgetary techniques?
  • Variance reporting is too often a poorly handled aspect of business management, with bundled and generalized analysis and commentary that strictly limits its usefulness to management. Explore how you can overcome these common limitations.
  • Underlying causes, not just symptoms: How variances can be analyzed and presented?

 

Project and Capital Budgeting

  • Exploring the challenges of project budgeting and the associated capital expenditure, “capex” evaluation disciplines
  • The basic accounting diff erences between “opex” and “capex” and the consequences in the key financial statements, including depreciation treatment
  • The main challenges of project budgeting, combining capex and opex, plus contingency issues
  • Evaluating capital expenditure: Introduction to the discounted cash fl ow techniques and their practical application
  • Incorporating sensitivity analysis to support the decision-making process
  • Applying the necessary post-audit and post project evaluation discipline

CFOs Leadership :
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Discover how our leadership program has shaped the perspectives of CFOs across Asia
 
Venue: Novotel Zurich City-West
Date: 28 - 29 November 2017
Faculty: Alan Fell
Early Bird 1: CHF 1,990 (by 3 Oct 2017)
Early Bird 2: CHF 2,190 (by 31 Oct 2017)
Regular Fee: CHF 2,290
Group Discount: 2nd participant get 10%, or register 3 participants and 4th participant get a complimentary seat
(1 discount scheme applies)
Contact: gwen@claridenglobal.org
 
 
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