This MBA Training Course in Financing is established to provide business experts with a deeper understanding of corporate money as practiced by today's most powerful companies. Created specifically for non-financial employees, this extensive training approaches the subject of money as it relates to the corporation all at once.

Program Purposes of Mini-MBA in Money

• Identify ideal methods for the roles of CFO, controller, treasurer, and accounting professionals in the material of, and connections between, monetary statements (earnings statement, balance sheet, and also statement of cash flows).
  
  
• Discuss best techniques in the use of economic declarations to examine the financial/strategic efficiency of a company.
  
  
• Understand ideal practices in reduced cash flow (DCF) strategies as well as their application to financial decision-making.
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• Determine finest techniques in corporate performance administration making use of essential success factors, weak financial signals, and also strong monetary signals in various sectors.
  
  
• Specify best methods in the worth creation/destruction process in mergings and also procurements from the market viewpoint and also signals to administration from the marketplace.
  
  
• Clarify ideal techniques in the roles of directors, auditors, and also others in their particular roles in corporate governance.
  
  
• Determine best methods in the information of financial control, danger management, as well as monetary coverage from the perspectives of the internationally identified professional organizations.
  

Day 1
Getting Started with Best Practices in Finance and Accounting

• The role of financial management – CFO, Treasurer, and Controller

• The role of functional management with respect to financial management

• The basic financial statements and their articulation

• Evaluating performance and why ROI is still a good place to start

• Competitive perspectives related to financial statements

• Best practices in preparing, presenting, and populating financial statements

• Identifying key success factors in relevant sectors

• Deriving lessons learned from Day 1

Day 2
Best Practices in Early Review and Projections of Strategy via Financial Statements

• Short-term success evaluations process and measures

• Weak signals for future strategic adjustments

• Buy, sell, or hold investments

• Best practices in financial review compared to targets and expectations

• Financial performance measurement systems

• Best practices in finding and using key accounting assumptions

• Compare business system to financial results

• Deriving lessons learned from Day 2

Day 3
Best Practices in Annual Reports, Footnotes, and Corporate Governance

• • Best practices in annual reports using GAAP, IFRS, or other standards

  • Role of exchange commissions and social policy

  • Best practices in reconciling accounting standards and reporting

  • Best practices in examining corporate governance and shareholder value as well as stakeholder value

  • Benchmarking external reviews, industry reports, and analyst reports

  • Best practices in boards of directors and their move to financial literacy

  • Benchmarking shareholder value measures

  • Deriving lessons learned from Day 3

Day 4
Best Practices in Financial Analysis and Balancing the Scorecard

• Best practices in asking financial managers to guide the understanding of a sector with ratios and other financial statements

• Benchmarking treasury management – cash, FOREX, working capital, and CAPEX

• Best practices in controllership – planning, control, costing, and profitability

• Benchmarking value creation from the controllership function

• Finding best practices in non-financial inputs to financial statements

• Learning best practices for the cash to capital to cash (Karl Marx) and how to leave a sector

• Activity-based costing, time-based costing, and competence-based costing and financial analysis

• Deriving lessons learned from Day 4

Day 5
Best Practices in Net Present Value Thinking and Next Generation Financial Modeling

• Best practices in NPV as the ultimate decision criterion

• Benchmarking the use of real options as a next-generation best practice

• Presenting and communicating to executive audiences the best practices in finance and accounting

• Demonstrating next-generation model building

• Challenging the finance function to best practices

• Best Practices in Finance and Accounting in your organisation and in your markets

• Personal learning plans to continue Best Practices in Finance and Accounting