Integrating Financial and Non-Financial Performance Measurement

Benefits to delegates

• understanding the complexities and cause and effect interdependency of performance measures
• recognition of the real ‘hot buttons’ in the enterprise upon which management focus should be brought to bear
• understanding how to integrate and harmonise financial and non-financial measures to best effect
• bringing reward and motivational structures into line with measures that count

Key features

• the role of performance measurement and management – matching action to strategic goals and intent
• understanding why an enterprise cannot be managed through financial measures
• the four cornerstones of strategy execution – consumer/customer perception, internal process capability, human capital management and financial performance
• linking the planning process, budgeting, forecasting and performance measurement into a unified entity
• understanding the true drivers of operational performance in your enterprise and how they impact on financials
• moving from historical measurement to predictive management
• performance management structures – balanced scorecards, etc
• organisational structure and reward structures – help or hindrance to meaningful measurement and execution

Who should attend
Chief executives, finance directors, directors of change management, finance and change management personnel

Lecturer
John McKenzie MBA (Cranfield), Independent Consultant