Excellence in Leadership, Team Management, and Financial Mastery

Introduction:

This seminar on leadership and management focuses on two major components of financial management: the application of financial skills to inform strategic decisions and the ability to analyze, plan, and control finances.

Objectives:

By the end of this Mastering Leadership and Financial Skills course, participants will be able to:

• Consider future possibilities and manage with a strategic mindset.
• Identify the influence of financial management on strategic decision-making processes.
• Utilize financial techniques for effective planning and management.
• Apply economic and financial management tools to enhance performance.
• Formulate effective business strategies.
• Recognize the role of finance in implementing strategic initiatives.
• Deepen their financial knowledge.
• Efficiently handle financial issues in their roles to improve performance.
• Strengthen their capabilities in economic and financial matters and interactions with relevant professionals.
• Understand the impact of financial decisions on their departments, business units, and organizations.
• Select the optimal financial mechanisms for analyzing investments, business operations, or financing projects.
• Clearly define and scope business problems for analysis.
• Accurately predict likely outcomes of decisions.
• Differentiate between cash flow and profit in management accounts and understand their implications.

Training Methodology:

• Construction of multi-faceted role-play exercises where communication is crucial
• Use of leadership and management exercises
• Experiential learning through workshops on financial models
• Peer learning and feedback sessions
• Problem-solving activities
• Expert guest lectures

Course Outline:

Unit 1: Basics of Strategic Planning

• What is strategy?
• Strategic management model
• Tools for strategic analysis
• Mission development
• Objective setting
• Strategic choices
• Strategic planning phases
• Environmental assessment
• Resource analysis
• Strategic alternatives and strategy selection
• Strategy execution
• Corporate aims and responsibilities
• Financial expectations

Unit 2: Introduction to Financial Statements

• Financing methods and evidence presented
• Balance sheet statement
• Income statement
• Cyclical equity cost
• Cash flow model
• Standard size and trend analysis of financial statements
• Segment-based financial statement analysis
• Financial statement analysis systems
• Business cash cycle and operations cycle
• Break-even point analysis

Unit 3: Capital Structure and Leverage

• Types of funds available to firms
• Cost of capital models
• Equity financing cost
• Debt processing for firms
• Weighted Average Cost of Capital (WACC)
• Determining appropriate debt-to-equity ratios
• Capital structure models and adjustments
• Capital expenditure models

Unit 4: Capital Budgeting

• Forecasting future values, present values, and Discounted Cash Flow (DCF)
• Capital budgeting fundamentals
• DCF capital investment appraisal techniques
• Accounting rate of return (ARR) and payback
• Net present value (NPV) vs internal rate of return (IRR)
• Model selection for capital budgeting
• Equivalent annual costing (EAC) method
• Capital budgeting methods
• Capital Asset Pricing Model (CAPM) or Arbitrage Pricing Theory (APT)
• Leasing vs buying decisions

Unit 5: Managing Financial Risks

• Value of perfect information (VOPI)
• Risk classification
• Risk management principles
• Bank perspective on risk management
• Tools for corporate risk management
• Limiting risk strategies
• Insurance and hedging
• Interest rate and foreign exchange rate risks

Unit 6: Financial Economic Decision-making Challenges

• Conducting financial-economic analysis
• Company value vs shareholder value
• Strategic positioning and competitive analysis
• Agency conflicts and corporate governance
• Information and data utilization
• Financial statements types and characteristics
• Financial analysis in decision-making contexts

Unit 7: Business Performance Assessment

• Financial ratios and business evaluation
• Management perspective
• Owners’ perspective
• Lenders’ perspective
• Ratios system – Ratio pyramids
• Financial performance integration – Dupont analysis
• Economic value added (EVA)
• Financial failure prediction

Unit 8: Financial Requirements Projection

• Financial projection interrelationships
• Operational budgets
• Costing and variance analysis
• Cash forecasting and budgeting
• What-if analysis
• Business system growth dynamics
• Operational leverage
• Financial growth strategies
• Finance modeling

Unit 9: Investment Decisions Analysis

• Time-adjusted measures application
• NPV and IRR analysis
• Strategic outlooks
• EVA and NPV considerations
• Investment analysis refinements
• Equivalent annual cost (EAC)
• Interior repudiated rate (MIPR)
• Sensitivity, scenario, and simulation analysis, and NPV break-even
• Risk management in dynamic environments

Unit 10: Valuation and Business Performance

• Shareholder value management
• Retrospective shareholder value creation
• History and development of value-based approaches
• Value creation in restructurings and mergers
• Strategic financial management in acquisitions
• Business appraisals
• Company restructuring
• Management buyouts (MBO) and buy-ins (MBI)