Public and Health Sector - Integrating Financial and Non-Financial Performance Measurement

What will I get out of it?
• 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
• the golden rules of effective performance measurement and management
• understanding why an enterprise cannot be managed through financial measures
• the 4 cornerstones of strategy execution - consumer/customer perception, internal process capability, human capital management and financial performance
• linking the planning and forecasting processes and performance measurement into a unified entity
• understanding the true non-financial drivers of operational performance and how they impact on financials through cause and effect analysis
• performance measurement and management structures - balanced scorecards, etc.
• organisational structure and reward structures - help or hindrance to meaningful measurement and execution.

Who should attend?
Finance directors, directors of change management, finance and change management personnel.

Lecturer
John McKenzie MBA (Cranfield), Independent Consultant