The Credibility of Financial Forecasts

All organisations need to decide how best to invest their own resources, and if need be how to gain access to external sources of finance and investment. Deciding which projects and initiatives are most likely to add value to the organisation is a key part of financial management. The credibility of business plans and financial forecasts, however, lies primarily in understanding the many non-financial resources and capabilities that organisations employ. These non-financial aspects, which are critical to the success of all organisations, will be fully examined during the day.   

WHAT WILL I GET OUT OF IT?
•an ability to identify a wide range of intangibles that are important to all organisations
•an understanding of the contribution of non-financial drivers of value to the success or failure of business plans and forecasts
•the identification of critical success factors and how these link to the measurement and evaluation of business plans and forecasts
•ability to deliver and explain forecasts to a range of stakeholders, in a manner appropriate to their role in the business, e.g stakeholders, senior managers and other employees at all levels.

KEY FEATURES
•highly interactive, based on a series of short presentations and group exercises
•identification of intangibles, intellectual capital and other non-financial drivers of value
•differences between financial and non-financial management
•a framework for selection of critical success factors
•evaluation of business plans and forecasts including frameworks used by bankers
•how to achieve the best rate and secure finance from bankers and other financiers

WHO SHOUD ATTEND?
Those responsible for the preparation, evaluation or delivery of business plans and forecasts; those accountable for the quality of investment and capital allocation decisions, those seeking improved access to finance and investment, and those involved in project management.

WORKSHOP FACILITATOR
Tim Hoad MBA FCIB, writer - intellectual capital management and the importance of all resources; consultant - strategy and the importance of intangibles; speaker - access to finance. Tim worked for an international bank for 25 years, set up his own consultancy in 1999 and now provides training for a number of banks and other organisations. Tim is a speaker for the Association of Chief Executives and recently spoke at the ACCA Spring Update in Gloucester. He is a trustee of the Strategic Planning Society and facilitates strategy and planning away-days aimed at a wide range of organisations.

LOCATION
London