C-level including CEO, CFO, COO, CMO, Chief Human Resources Officer, Chief Learning Officer Line executives and managers including Vice-Presidents, P&L managers, General Managers Training and development executives, including leadership development managers Human resource executives including HR heads, recruitment, succession planning executives
A Revolutionary new approach to Executive assessment with a full suite of evaluation instruments Increasing the valuation of the enterprise by choosing the right alignment process to best achieve the enterprise’s valuation goals Enabling your top executives to understand the potential of their own financial profile to improve the enterprise’ profitability and valuation and align their operational mission to the enterprise valuation goals. Understanding how to identify, select, and retain executives with a winning financial signature Strengthening enterprise Human Resource processes by implementing the correct HR processes for achieving the targeted level of profitability Turning analytics into action for gaining the ability to change course in volatile circumstances as well as a true competitive advantage Taking a methodical approach to improving decision making to boost revenue, shareholder return, and return on invested capital
What management and leadership skills do the most successful Senior Executives possess? What are the qualities and characteristics of the ideal finance leader? Recently, CFO Research Services, in collaboration with Tatum, surveyed 250 senior finance executives at North American companies on the non-technical business management and leadership skills that finance executives not only under pressure to manage financial compliance, processes, and controls in an environment of intense regulatory scrutiny, but also need to meet the demands of an expanded business mandate. Indisputably, broad management training will help senior executives manage and support the business, however they also seek training on industry and competitive dynamics, business management, and the skills often labeled as ‘soft skills’-collaboration, negotiation, and communication. This training will offer practical guidance to Senior Executives on how to consolidate and promote their financial leadership by adopting the advanced leadership outcome model and the applicable financial signatures, as well as explore on how performance management and decision making are being embraced throughout companies and in diverse business categories. Through presentations from leading thought leader and cutting-edge case studies, this training will highlight the extensive reach of the achievement of enterprise’s valuation goals.
The Leadership Outcome Model Identifying and Measuring Financial Style and Personality The components of Financial Style and Personality Work group 1: Buying Mission Exercise Financial Signatures and Missions The Nine Financial Signatures How Financial Signature is impacted by Corporate Strategy Work group 2: Team Financial Style Simulation Are there Good and Bad Financial Signatures? Financial Signature and Executive Performance Strategy and Innovation Operations Sales Quality Customer Service Valuation and Financial Mission Defining the Financial Mission of an Executive Why Financial Signature and Mission Differ The Components of Financial Mission Alignment of Financial Mission with Team, Business Unit and Company Financial Missions Work group 3: Company Financial Style and Valuation Simulation
Maximizing Your Financial Performance Turing Analytics into Action Four Dimensions of Decision Making and Execution Five