Do you often wonder what is behind your company’s management and strategic decisions?
Do you know exactly what you are contributing to your unit’s overall business performance?
This course provides a simple answer to a complex issue in record time.

Objectives

Understand what the most common economic notions mean.
Connect those notions and the main business and financial indicators.
Pinpoint your contributions to the company’s results and future.

Program

1) All the economic issues
- The expectations of financial partners - shareholders and bankers.
- The issues for the company and for the employees.
2) The content of the balance sheet and P&L account
- Know how to read a balance sheet.
- Understand the profit and loss account.
- Pinpoint the role of the main players: General Management, Financial Management and Operational Management.
3) How the balance sheet and profit and loss account work
- The impact of management decisions on the balance sheet

- Impact of management decision on result
4) The issues and major balances in the balance sheet and P&L account
- The major balances in the balance sheet - WC, WCR and cash flow.
- The analysis of the P&L account - MIS.
5) Your contribution
- On the value creation tree.
- To the free cash flow stream.

Benefits for the participant

A clearer picture of how your company works from an economic perspective.
A clearer picture of your role and what you contribute to your company’s business.
Pointers to improve the way you manage your operation.
Keys enabling management to build meaning into momentous business decisions.

Benefits for the company

Help staff to buy into decisions that have a far-reaching impact on business.
Smooth exchanges and communication on financial issues within the company.
Align staff to improve business performance.

Concept

The finance puzzle: you are at the centre of your company’s performance
- As former General Electric CEO Jack Welch put it, “Getting every employee’s mind into the game is a huge part of what the CEO job is all about… There’s nothing more important.” *
- This respected CEO spent 70% to 80% of his time in direct contact with his group’s employees, constantly visiting plants to listen to, motivate and train them.
- Every company employee contributes to performance.
* Straight from the Gut, Pearson Education (12 May 2007)