|
|
The Finance & Accounting Organization as Strategist and Partner to the Business: Transformation through Business Acumen and Relationship Manageme
|
Description
|
|
How have successful finance and accounting organizations shed the image of policeman even in the wake of added controls to become partners and strategists to the business? It is because they accept technical competence as a necessity. The added value they bring is they spend more time developing and managing critical relationships in order to learn all there is to know about the business, its customers, and the competition. This course will review how to recognize and build business acumen and develop talent to enhance key relationships.
|
|
Objectives
|
|
Be able to assess the current organization against the nine criteria needed for successful partnerships Understand the process for developing talent and how it contributes to success in the business partner role Know how to recognize and how to build business acumen and manage key relationships needed to achieve business partner status (a case study will be utilized
|
|
Highlights
|
|
Business partner best practices and skill sets How to build a base of credibility and trust Organizational structure that showcases the partnership role The key elements of the talent development process How to retain your best employees
|
|
Designed For
|
|
CFO with the finance and accounting leadership team; financial executives with their team member; financial project managers and implementation teams
|
|
Recommended
CPE Credits
|
|
4
|
|
Prerequisites
|
|
Management experience
|
|
Event Id / Acronym
|
|
10DICM
|
|
Course Level
|
|
Intermediate
|
|
Field(s) of Study
|
|
Management
|
|
Producer
|
|
Business Learning Institute
|
|
Instructor
|
|
Patterson, Alan M.
|
|
|
© 2010 Business Learning Institute, an affiliate of MACPA
|
