Accounting, Corporate Finance, Business Management

Accounting, Corporate Finance, Business Management
Orsys, with 30 years of experience, is providing high quality, independant State of the Art
seminars and hands-on courses corresponding to the needs of IT professionals. Orsys
proposes a set of courses on the most important topics in IT technologies and management.
Cycles certifiants
Improving the performance of the financial and accounting departments
(réf. SFC)
.... p.2
Eléments de stratégie et de gouvernance
Building a business strategy
(réf. INI) Best Full learning
Designing and implementing a marketing strategy
.... p.3
(réf. MAS)
.... p.5
Tableaux de bords
Creating and Using efficient dashboards for Managers
Employee management: Managing with scorecards
(réf. TAB) Best
(réf. GSO) Best
.... p.6
.... p.8
Contrôle de gestion, audit
Setting up management control
(réf. CDG) Best Full learning
.... p.9
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 1
Hands-on course , 2
day(s)
Ref : SFC
Improving the performance of the financial and
accounting departments
Participants
> Accounting, Corporate Finance > Business Management
Administrative and financial
managers, accounting
managers, managers of
cross-departmental functions.
Conveying reliable financial information within a reasonable timeframe is more of a challenge than
ever before. This training course will allow you to improve the performance of your finance function,
specifically through a reduction in closure times, improvements to processes and the implementation of new
management tools.
Pre-requisites
Have verifiable experience in
the accounting and financial
functions.
OBJECTIVES
Position the accounting and financial functions within the company
Improve the quality of the various cross-departmental processes
Help you to be better organized so that you can focus on your high value-added specialist projects
Implement new management tools
Promote interaction between the accounting and finance teams and the other departments
1) Positioning the accounting and financial
functions within the company
2) Assessing the performance of the financial
departments
3) Arranging the implementation of the strategy
for developing the organization
4) Optimizing the accounting and reporting
processes
1) Positioning the accounting and financial functions within the company
- Defining the main tasks and determining the major objectives of the financial departments.
- Analyzing the needs of internal customers.
Workshop
Discussions Listing and prioritizing the tasks within each company.
2) Assessing the performance of the financial departments
- Ensuring consistency, quality and compliance in the financial reporting.
- Managing the various regulatory, accounting and fiscal requirements.
- Analyzing the cross-departmental processes: management and review processes.
- Assessing the quality of the departments: reactivity, verifiability, productivity.
Workshop
Characterize the performance of the accounting and financial departments. Assess the processes in which
the trainees are involved.
3) Arranging the implementation of the strategy for developing the organization
- Establishing a unified and simplified management benchmark based on an ERP.
- Adapting the tool to changes in the company in accordance with strategic, functional and financial
requirements.
- Standardizing reporting: reducing the closure and financial reporting timescales.
- Ensuring that the accounting and finance frameworks comply with the regulations in force.
- Enhancing performance: develop EDI, scanning of invoices, electronic data management.
- Implementing new forms of organization: shared service center, outsourcing, etc.
Workshop
Case study Suggest ways to optimize closure times. List the best methods for organizing the department.
4) Optimizing the accounting and reporting processes
- Constructing scorecards: defining performance indicators.
- Establishing a process for the observation and analysis of internal and external performance.
- Communicating with different contacts: knowing how to motivate.
- Promoting the added value of the accounting and financial departments.
Workshop
Role-playing With the help of the scorecards you have designed, simulate how they might be used in a
meeting between departments. Role-playing.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 2
Hands-on course , 3
day(s)
Ref : INI
Participants
Leaders, senior executives,
board members.
Pre-requisites
No particular knowledge.
Building a business strategy
Best Full learning
> Accounting, Corporate Finance > Business Management
This course offers you an approach for defining a strategy that relies on the company's assets, taking into
account all internal and external factors. It shows you how to deploy that strategy and mobilize your teams to
enforce it.
OBJECTIVES
Build a master plan for your company's strategy
Analyze the background and create a strategic diagnosis
Identify various analysis assistance tools
Define your positioning and choose your strategic options
Oversee the deployment of your main strategic goals
Improve your leadership to mobilize your teams
1) Building the strategy's master plan
2) Analyzing the company's background
3) Creating your strategic assessment
4) Strategic analysis assistance tools
5) Outlining the strategic orientations
6) Deploying the strategy
7) Developing your leadership
1) Building the strategy's master plan
- Defining the company's general policy.
- Promoting the company's vision or purpose.
- Deploying the strategic objectives.
2) Analyzing the company's background
- Impact of globalisation.
- E-commerce and consequences.
- Sustainable development and new priorities.
3) Creating your strategic assessment
- External analysis:
- Identifying your competitors.
- Assessing the market's supply and demand.
- Studying the competitive dynamic.
- Internal assessment:
- Building the company's value chain.
- Identifying the company's strategic resources.
- Assessing the internal skills and how to transfer them.
Workshop
Conduct a strategic assessment of a given company.
4) Strategic analysis assistance tools
- Use PEST and SWOT matrices.
- Identifying key success factors.
- Creating the value chain.
- Locating the five Porter forces.
- Creating the BCG and McKinsey matrices.
Workshop
Create the SWOT and BCG matrices for your company.
5) Outlining the strategic orientations
- Drawing on your assets.
- Key success factors: Products, clients, technologies, etc.
- Drawing on your competitive advantages.
- Taking your unique features into account: Skills/market position.
- Choosing your strategic options: Cost, differentiation, specialization, diversification.
- Defining the growth strategy: Internal or external?
Workshop
Define the positioning and growth strategy of a given company.
6) Deploying the strategy
- Identifying the conditions for successful implementation.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 3
- Taking the corporate culture into account.
- Analyzing each step to maintain an operational dynamic.
- Deploying successfully.
- Orchestrating internal and external communication.
7) Developing your leadership
- Uniting your teams around the strategy.
- Locating patches of resistance.
- Using instruments of action.
- Detecting your employees' skills.
- Developing collective intelligence.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 4
Hands-on course , 3
day(s)
Ref : MAS
Designing and implementing a marketing strategy
Participants
Positioning a consistent marketing strategy with the company's goals. Managing a business portfolio while
approaching the competitive environment. Reconciling the marketing and strategic segmentations (productsmarkets/SBUs, business unit prioritization). Positioning product lines. Decision support tools.
Executives in charge
of their business unit's
marketing strategy, business
leaders, marketing directors,
marketing managers, product
managers, sales directors,
communication directors.
Pre-requisites
> Accounting, Corporate Finance > Business Management
OBJECTIVES
Create a strategic assessment
Apply the decision support tools and matrices
Assess the competitive environment
Target the business portfolios
Create value
Basic marketing knowledge.
1) Business strategy and marketing strategy
2) Strategic assessment
3) Decision support tools
4) Strategic segmentation
5) Competitive strategies
6) Business portfolio strategies
7) Positioning and value creation
1) Business strategy and marketing strategy
- Repositioning strategic marketing in overall marketing demand.
- The company's project, mission, and objectives.
- The company's strategic choices and orientations: Consistency, reference frame, result indicators.
2) Strategic assessment
- Assessing the situation: Approach key principles.
- Identifying the environment: Internal and external analysis
Workshop
Conduct a strategic assessment based on a case study.
3) Decision support tools
- Decision support matrices (McKinsey, ADL, Porter, etc.).
- B to B tools: RMC and RCA.
Workshop
Exercises implementing the decision support tools and matrices.
4) Strategic segmentation
- Managing marketing segmentation and strategic segmentation.
- Defining SBUs.
5) Competitive strategies
- Assessing the competitive environment.
- The Porter model, domination by costs, differentiation, segmentation.
- Kotler positions (leader, challenger, follower, nicher).
Workshop
Case studyBased on an analysis scenario of the maket's main competitors.
6) Business portfolio strategies
- Simplifying models: BCG, Arthur D. Little.
- Using a complex model: The attractiveness/strengths grid.
- The Ansoff matrix.
Workshop
Work on a BCG and Ansoff matrix.
7) Positioning and value creation
- Brand value and positioning: Notions of distinctive skills, brand image, and client value.
- Perceived value, desired value.
- From scenarios and projects to operational plans.
Workshop
Positioning exercise and value creation for a company's line of products and services.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 5
Hands-on course , 2
day(s)
Ref : TAB
Participants
Executives, managers, team
leaders.
Pre-requisites
Basic managerial knowledge
(role of a manager,
team management, and
communication).
Creating and Using efficient dashboards for Managers
Best
> Accounting, Corporate Finance > Business Management
To be effective, a manager has to have ways to get alerts and make predictions. He or she needs to
have scorecards in place. This training will show you how to design them and track them effectively using
operational indicators.
OBJECTIVES
Identify the issues and benefits of scorecards to a company
Design the most relevant scorecards for your business
Identify significant indicators based on your objectives
Optimize your scorecards
Use scorecards to monitor the company
Manage your team with scorecards
1) Designing your scorecards and indicators
2) Selecting the most significant indicators.
3) Managing the strategy using scorecards
4) Manage your team with scorecards
5) Optimizing your scorecards
1) Designing your scorecards and indicators
- Identifying the role and purposes of scorecards for the company and for management.
- Definition: What a scorecard is and is not.
- Understanding the scorecard approach: Knowing how to identify the company, clarify the mission, etc.
- Placing an activity's performance under scorecard control.
- Identifying three aspects of control and monitoring: Strategic, managerial, operating.
- Defining the objectives of the organization, and of each department or office.
- Identifying action variables or key factors of success.
- Building the indicators. Setting up standards.
- Choosing indicators based on the objectives. Different levels of indicators and their use.
- Ranking result, progress, monitoring, reporting, and managerial indicators.
- Identifying relevant indicators based on needs.
- Selecting performance, activity, and timeframe indicators by function or by process.
Workshop
Brainstorming in subgroups: What are the different types of scorecards? Discussions.
2) Selecting the most significant indicators.
- Defining the progress goals attached to indicators.
- Identifying each user's needs; management, team, staff.
- Determining what levels of information are required and giving them meaning.
Workshop
Brainstorming in pairs: Determining the key factors of success and the most meaningful indicators for your
business. Discussions.
3) Managing the strategy using scorecards
- Identifying the major steps of the project.
- Instituting project management. Adopting a gradual approach.
- Creating reports and implementing a reporting process.
- Getting users and recipients involved.
- Listing users' needs and useful levels of information.
- Analyzing different requests.
- Finding existing information.
- Identifying sources of information: Build, collect, and check the information.
- Knowing the cost of the information. Consolidating the information.
- Formalizing the communication of the information. Making reading easier. Degree of accuracy. Frequency.
Attractiveness.
- Using tools to create the scorecard.
Workshop
Creating reports and designing a reporting system. Workshop: Create the matrix of a scorecard for your unit,
department, or office.
4) Manage your team with scorecards
- Manage the change by getting everyone involved. Sharing the project's issues, getting people involved and
assigning them responsibilities.
- Making your team members responsible for tracking indicators.
- Getting your teams on board with scorecards; designing and updating.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 6
- Uniting your team around scorecards.
- Analyzing the results: Interpreting and correcting deviations between actual and forecasts.
- The scorecard: A decision support tool.
- Holding meetings: Frequency, preparation, purposes.
- The scorecard: A communication tool.
- Using it as a cross-cutting information tool. Posting the scorecard. An internal or external benchmarking tool.
- Using the scorecard based on your own managerial style. A tool for improving skills.
Workshop
Scenarios: During a team meeting, present the selected indicators. Analyze the sessions in groups.
5) Optimizing your scorecards
- Organizing the presentation of scorecards with your teams.
- Setting up an information circuit to encourage changes to the indicators.
- Updating the scorecard. Adapting it to the company's strategy.
- Risk mapping. Identifying which of the company's processes should be included.
- Defining global performance indicators.
- Verifying the efficiency of the processes based on set performance indicators.
- Developing strategic scorecards.
- Dividing the strategy into four perspectives: Financial, customer, process, learning.
Workshop
Case study: Creating and improving scorecards. Brainstorming perspectives of the strategic scorecard.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 7
Hands-on course , 2
day(s)
Ref : GSO
Participants
Any employee in charge of
scorecards or the employment
report ("social balance
sheet"), for example. HR
managers and corporate
management controllers,
leaders of small/medium
businesses and HR
departments.
Pre-requisites
No particular knowledge.
Employee management: Managing with scorecards
Best
> Accounting, Corporate Finance > Business Management
OBJECTIVES
This course will enable you to gain proficiency in the tools that are essential to creating adaptable, high valueadded scorecards. You will learn how to meaningfully analyze the data collected and create strategic tools
from these reports.
1) Collecting information
2) The objectives of scorecards
3) Creating your scorecards
4) Using and interpreting the figures
5) Optimizing your scorecards
1) Collecting information
- Information from the employment report.
- Use existing data (employment report, single report, etc.).
- Organize the collection of information.
- Indicators from the employment report.
- The limits of the employment report for employee management and other sources of data.
- Qualify the data. Adapt your scorecards to the objectives, uses, and types of recipients.
- Write appropriate communications.
Workshop
Analyzing and interpreting the existing training data within your company (employment report, comparison of
situations, HR information system).
2) The objectives of scorecards
- Managing and tracking HR activities (recruitment, training, employment climate).
- Risk assessment
- Upgrade professional practices.
- Relevance criteria for all indicators.
- Qualify the data.
- Know how to tell efficiency indicators apart from effectiveness, activity, or result indicators.
- Track key indicators.
- Ratios, controlling them.
Workshop
Defining relevant oversight indicators for your scope.
3) Creating your scorecards
- Scorecard construction methodology.
- Clarifying recipients' requests.
- Adapting the contents of frequency of the scorecards.
- Calibrating the data (internal and external references)
- Knowing how to upgrade your scorecards.
- Backward scheduling and production pace.
Workshop
Work in groups in order to make the existing scorecards match.
4) Using and interpreting the figures
- Know the main ratios.
- Use appropriate statistical tools.
- Use data to make forecasts.
Workshop
Define different ratios and interpretation.
5) Optimizing your scorecards
- Making your scorecards look appealing.
- Knowing how to use different graphics.
- The importance of form and substance.
Workshop
Optimizing scorecard communications by practicing the creation of impactful presentations.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 8
Hands-on course , 3
day(s)
Ref : CDG
Participants
Setting up management control
Best Full learning
> Accounting, Corporate Finance > Business Management
This course is for people
who are asked to create and
monitor budgets (accounting,
management, or production
deparment).
Assessing and monitoring the company using the main financial management tools (NWC, WCR, profit
and loss account, financing and cash management, cash flow) and budget control (calculating deviations,
identifying overruns). Creating result and performance indicators.
Pre-requisites
Understand the benefit and usefulness of management control
Optimize your cash flow while mastering financial tools
Master different budgets, how to create them, and interfaces between them
Analyze deviations between actual and forecast
Implementing relevant management indicators
Knowledge of basic
accounting mechanisms.
OBJECTIVES
1) What is management control?
2) Cost accounting refresher
3) Financial tools
4) Budget tools
5) Budget control: Analyzing deviations
6) Management scorecard
1) What is management control?
- General concepts.
- Current advances.
2) Cost accounting refresher
- Going from expenses by type to expenses by purpose.
- Method for calculating costs.
- Relevant costs and decision tools.
- Activity Based Costing (ABC) method.
Workshop
Case study Determine the sales price of finished products by properly managing their costs in order to
maximize margins.
3) Financial tools
- Financial flows: Working capital (NWC), working capital requirements (WCR).
- Tools: Provisional profit and loss account, financing plan, cash flow plan.
- Multiyear forecast construction approach.
- Choosing investments: Profitability criterion.
Workshop
Case study Optimize your cash flow by properly managing your working capital requirements. Identify the
most profitable investments.
4) Budget tools
- Creating and linking budgets.
- Sales budget.
- Production budget.
- Procurement budget.
- Corporate services budget.
- Cash budget.
Workshop
Case study Make sure that cash inflows and cash outflows are matched in your sales, procurement,
corporate services, personnel, and capital budgets.
5) Budget control: Analyzing deviations
- Identification (deviations from costs and from sales).
- Measurements.
- Corrective actions.
Workshop
Case study Identify deviations between "actual" and "forecast" in order to ensure the company's efficiency.
6) Management scorecard
- Result indicators and performance indicators.
- Collecting information and choosing indicators.
- Creating and explaining a scorecard.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 9
Workshop
Case study Ensuring that the company lasts by optimizing the use of resources with the help of key
indicators.
ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78
page 10