The Oxford Advanced Finance Leaders Programme

Module I

Mastering People Management & Team Leadership

Day 1:

Understanding Your Role

• Leader or manager?

• Self-perception

• Beyond the job description: finding out what your organization requires of you

• Balancing conflicting stakeholder demands

• Understanding the nature of change

• A model for implementing change

Day2:

Personal Effectiveness, Time Management, and Delegation

• Understanding yourself and your organizational environment

• Outcome orientation

• Setting personal and team objectives

• Managing performance

• Finding and using time effectively

• A model for effective delegation

Day 3:

Communication, Influence & Conflict Management

• Channels of communication

• Effective listening skills

• Emotions and rapport

• Persuasion and negotiation: the keys to personal influence

• Managing conflict assertively

Day 4:

Team Building, People Management, and Motivation

• How high-performing teams work?

• Identifying team roles

• Teams in practice: teambuilding exercise

• Motivation and reward

• Building and sharing a vision

• Different approaches to leadership

Day 5:

Enhancing Team Performance through Coaching and Development

• How did people learn?

• Coaching for personal and team growth

• Feedback skills

• Development planning

• Next steps

Module II

Financial Analysis, Planning and Control

Day 6:

The Challenge of Financial Economic Decision-Making

• The practice of financial-economic analysis

• Corporate value and shareholder value

• A dynamic perspective of business Benchmarking your own strategic position/competitor analysis

• The agency problem and corporate governance

• What information and data to use?

• The nature of financial statements

• The context of financial analysis and decision-making

Day 7:

Assessment of Business Performance

• Ratio analysis and business performance

• Management’s point of view

• Owners’ point of view

• Lenders’ point of view

• Ratios as a system – pyramids of ratios

• Integration of financial performance analysis – the Dupont system

• Economic value added (EVA)

• Predicting financial distress

Day8:

Projection of Financial Requirements

• Interrelationship of financial projections

• Operating budgets

• Standard costing and variance analysis

• Cash forecasts and cash budgets

• Sensitivity analysis

• Dynamics and growth of the business system

• Operating leverage

• Financial growth plans

• Financial modeling

Day 9:

Analysis of Investment Decisions

• Applying time-adjusted measures

• Net present value (NPV) and internal rate of return (IRR)

• Strategic perspective

• EVA and NPV

• Refinements of investment analysis

• Equivalent annual cost (EAC)

• Modified internal rate of return (MIRR)

• Sensitivity analysis, scenario analysis, simulation, and NPV break-even

• Dealing with risk and changing circumstances

Day 10:

Valuation and Business Performance

• Managing for shareholder value

• Shareholder value creation in perspective

• Evolution of value-based methodologies

• Creating value in restructuring and combinations

• Financial strategy in acquisitions

• Business valuation

• Business restructuring and reorganizations

• Management buyouts (MBOs) and management buy-ins (MBIs)