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Professionals today are called upon to demonstrate their ability to be skilful and flexible, irrespective of their position, in how they influence others. As organisations become less formal in their power structures, and flatter and more flexible in their systems of governance, there is an even greater need for finance professionals to have the ability to influence other people.

During this one hour course, you will gain valuable insights into their strengths as well as development areas to become consummate influencers. By creating a greater awareness of the assets and skills required to effectively influence, participants can develop the strength, the focus, and the interpersonal flexibility required of great influencers.

Influence 1

When managing a business, leaders follow varying agendas and objectives in making decisions. The finance function is often seen as the key steward and guardian of financial value for the investors and will continue to drive the delivery of that value from throughout the business.

This course will introduce you to a clear understanding of the measurement of financial value; how financial value is generated from strategic initiatives, pricing spend management; and how the finance team can contribute to building value.

Strategy 1

With UK GAAP gone, many entities have adopted FRS 102 as their new reporting framework. The framework is more international in its focus with some treatments being identical to IFRS. However, some treatments are simplified compared against IFRS and others remain the same as under UK GAAP. This session provides an overview of accounting frameworks in the UK, an introduction to the key accounting requirements of FRS 102 and an insight into the process of making the transition to FRS 102.

Financial accounting and reporting 1

More and more accountants are being asked to contribute within a project environment. This course provides a basic outline of the project management role, how to structure a project, the project governance structure and highlights some of the tools available to help manage the process.

Project management 2

This course focuses on the need for the finance function, and accountants in particular, to have a broader understanding of the needs of operational management. It concentrates on being able to communicate more effectively, recognising our personality traits and how we are perceived by others and to gain more influence through a mutual understanding the linkage between financial outcomes and value creation.

Management reporting and analysis 1.5

With the General Data Protection Regulation (GDPR) due to come into force in May 2018 now is the time to consider what needs to be done in order to prepare for the new rules.

This course summarises the key contents of the General Data Protection Regulation and explains what the key changes are and what needs to be done in response to them.

Risk management and internal control 1.5

Revenue recognition is something that affects us all and in 2018 it is changing. There will be far more explicit consideration of components in a bundled package together with the associated timing and amount of revenue allocated to each component. The new standard may create change for an organisation not just in turns of revenue but also in terms of legal contracts, IT systems and interaction between the sales function and accounting function. This course provides an overview of the new revenue framework of IFRS 15 and considers the practical aspects of its implementation.

Financial accounting and reporting 1

Few would argue that traditional budgetary processes are time consuming, creaking at the seams, lacking transparency and add little value and insights to managers throughout the business. Yet the majority of organisations still pursue budgetary processes that were developed well over 90 years ago during an age of much greater stability and certainty. This course explores today’s shortcomings, the real needs for the 21st Century and alternate, more advanced approaches.

Business planning 1.5

For professionals wanting to know how to use both halves of their brain to get more from it, think both logically and strategically, and keep one step ahead of colleagues.

Negotiation and decision making 1

As the world changes and finance becomes an ever increasing priority for most organsations, there is a recognised need for the role of the finance professional to change. No longer can the finance professional sit behind a spreadsheet or spend hours simply playing with a chart of accounts. There is now a need, and in a lot of cases a pull from the business, for a finance professional to play a greater part in the strategic decision making and planning within a business. This has created the developing role of the Finance Business Partner.

This module explains what that role looks like and briefly considers how the finance professional might get more involved in ensuring the strategy of an organisation gets implemented.

Collaboration and partnering 1.5

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