Pulling in the same direction
"Making key people understand how and why their decisions influence the entire organization."
Six capital-intensive companies are competing for customers in a highly competitive, rapidly changing marketplace. Participants take on the role of the management team – comprised of finance, production, marketing and corporate intelligence. Their challenge is to make the right investments at the right time – and to get the required return.
Teams manage the strategic, operational and financial variables that will help lower costs and penetrate new markets.
Tough investment decisions lie ahead:
- Invest now…or later?
- Pursue all markets… or just a few?
- Take the lead… or be an early follower?
- Build efficient assembly lines… or flexible flow shops?
- Borrow money… or earn it first?
- Stick to the basics… or pursue the cutting edge?
Teams learn to better utilize financial statements and financial ratios as planning tools to boost productivity and profitability over a 10-year period. Working together, they increase their awareness of the complex nature of inter-departmental financial relationships.
And in the process, they understand what it takes to pull in the same direction – as well as how to bring their new skills and insights into reality.
Who benefits?
- All personnel with financial responsibilities in manufacturing, production or other capital-intensive companies can build cross-functional insight and align with a common vocabulary of performance measures.
- Sales people, service providers and consultancies gain a better understanding of their clients’ business conditions.
- Companies that are implementing new IT architectures can use Celemi Decision Base® to identify hot buttons.
- Business schools, corporate universities and academies can use this as part of their management development track to introduce and apply strategy, business economics and finance competencies.
Key results
- Improved productivity through better teamwork,
communication and coordination.
- Alignment around the “big picture” and a deeper
level understanding of strategy and tactical
initiatives.
- Better decisions for optimal allocation of limited
resources.
- Increased responsiveness to internal and external customer needs.
- Heightened business literacy and financial acumen.
- Deep understanding of the overall business impact of financial decisions.
Key concepts
- Market share
- Profitability
- Return on capital employed
- Cash flow
- Cost of capital
- Return on investments in markets, products and
- production
- EVA™ (economic value added) optional
- CVA™ (cash flow value added) optional
- NPV (net present value) optional
- ABC (activity-based costing) optional
