ILM endorsed Aligning Budgeting With Strategy

The Right Activity From The Right Strategy With The Right Budget

ILM Endorsed Aligning Budgeting With Strategy A Proactive Management Development Programme 11 – 14 May 2014 • Dusit Thani Hotel, Dubai, UAE 30 November – 3 December 2014 Renaissance Hotel, Doha City Center, Doha, Qatar Your Expert International Course Director John A. Davis Founder and Managing Director Scott Davis Management UK

6 Key Benefits 1. Understand how business strategy links with activity based management 2. Expand your strategic management perspective and improve competitive advantage 3. Focus on key strategic control areas in business and finance 4. Use management tools and techniques to support strategic management 5. Apply modern budgeting techniques and support strategic cost management 6. Develop a more active role in your company planning and decision making Follow us on www.twitter.com/iirmiddleeast www.facebook.com/iirmiddleeast www.youtube.com/iirmiddleeast

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ILM Endorsed Aligning Budgeting With Strategy 11 – 14 May 2014 • Dusit Thani Hotel, Dubai, UAE 30 November – 3 December 2014 • Renaissance Hotel, Doha City Center, Doha, Qatar

About ILM

Course Overview

The Institute of Leadership & Management (ILM) is the UK’s largest awarding body for leadership and management qualifications. ILM partners with over 2,000 ILM-approved centres, comprising private training providers, further and higher education colleges, and employers delivering in-house management training.

ILM Endorsed Aligning Budgeting With Strategy is an advanced course which maintains the balance between business strategy, people development, financial frameworks and operational needs. The course helps managers and executives grasp the often complex match between finance and business management.

When you register for an IIR ME/ILM Endorsed Programme you can be sure that it is: 1. Practically based, and will complement your role at work 2. Expertly designed to meet the needs of leaders and managers across all business sectors 3. Supported by comprehensive learning resources 4. Externally recognised as a high quality programme

It is a unique course from an organisational effectiveness standpoint, to enhance both strategic and financial management development for managers and the profitability of their organisations. It will motivate you to raise the activity level in your organisation and generate the enthusiasm and the attitude necessary to successfully complete its mission.

Bonus: every learner registered on any type of ILM programme is automatically entitled to six months of free studying membership with ILM which brings a terrific range of benefits.

Assessment

To be eligible for the ILM Certification you must successfully complete an assessment project at the end of the course. There will also be continuous assessment throughout the course.

Full details of the assessment tasks will be provided by your course director.

Delegates who do not pass the assessment, or who do not submit the assignment, will receive a Certificate of Attendance from IIR. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course assessment.

Course Timings: Registration will be at 07:30 on Day One. Course sessions will start promptly at 08:00 and end at 14:30.

There will be two short breaks for refreshments and lunch will be served at the end of each day’s sessions.

For full details of the benefits of studying membership please visit: www.i-l-m.com/Why-ILM/ILM-membership/ Types-of-membership/Studying-membership

Course Methodology In a comprehensive and proactive fashion the seminar modules, case studies and interactive workshop sessions give delegates the opportunity to learn and discuss how other companies have been successful. Delegates will receive their own unique and highly comprehensive workbook, providing the detailed notes from the course together with some subject matter on all the case studies and other reference material.

The course is designed to help you implement improvements in the alignment of business strategy and financial budgets, recognised as being a weak link in the successful execution of company strategies. The clear focus of this course is to support tangible business improvement. Budgeting should be one of the tools used to control costs and deploy resources more effectively so that financial controllers and managers can both be active in your organisation’s planning.

This unique management training course is designed for managers who seek improvement in the management of both their organisation’s business strategy and budgeting and who recognise the business benefits that can be achieved from such an approach. At the end of the course you will be able to decide which techniques will be most beneficial for your organisation and you will also have the practical knowledge to implement them immediately.

Who Should Attend Senior managers, middle managers, supervisors, organisational leaders and experienced functional managers who influence the future direction of their division or organisation as a whole.

Operational managers, and managers of strategic planning teams, treasury and financial control teams from government organisations who define and implement organisational, divisional or business unit objectives, or managers who have recently taken up a more senior position and wish to gain a deeper insight into strategic issues.

Tel: +971 4 335 2437

www.iirme.com/budget

Fax: +971 4 335 2438

Email: register@iirme.com

Managers responsible for structuring or implementing change, and managers who wish to enhance the performance focus of their business and budgetary decision making.

This course has been designed for all professionals with managerial responsibility who want to improve their grasp of management performance criteria and help to create a successful high performance operation.

Case Studies We will use some key companies from key business sectors in our case studies like Vodafone, Abu Dhabi Commercial Bank, Almarai, Coca Cola in KSA and BP, with some specific case studies in individual modules and some that we will refer to throughout the course, to highlight application, implementation and the need for clarity and sustainability.

Your Expert Course Leader John A. Davis is founder and managing director of Scott Davis Management, a company which has provided executive development programmes for more than 10 years.

He is an outstanding facilitator, excellent strategy consultant and intelligent negotiator with extensive international operational experience, which he has linked to global marketing capabilities with financial and technical awareness.

His expertise is in designing and delivering executive management development solutions, programmes and seminars for CEOs, senior/executive vice presidents, senior and middle management. A senior associate with IIR ME he has achieved a reputation for developing high levels of business competence and organisational skill for major organisations such as SABIC, Siemens, DEWA, Etisalat, Tanmia and the Qatar Foundation, and banks including ADCB, UNB and CBD. He has worked with IIR ME since 2002 developing and implementing focused competency programmes to enhance management skills on both public programmes and customised in-house courses to meet clients’ specific needs.

Course Outline Day One Strategy And Strategic Management • Why do we use strategy in business and business development to achieve goals?

• Why strategy before tactics and why it always brings change • The format of the ‘strategy cycle’ and development to ‘activity based management’ • What is strategic management and where would the budget process fit?

Group Exercise And Discussion What is your company strategy, how has your market position changed, what are the key management and budgeting problems in your organisation?

Case Study Strategy and its influence on activity and management – a perfect example of identifying activity from strategy from Halifax Bank.

Business Strategy To Activity Management • What are the main components of success in strategy and how do they influence budgets?

• Creating a strategic business plan from the key elements of your strategy • Converting the plan into strategic actions and targets that support activity and improvement • The challenges of implementing strategy and how we identify critical success factors Case Study Abu Dhabi Commercial Bank (ADCB) – How do they decide on their strategy, what do they include in their action plans and improvement programmes, what are the challenges for success?

• Why we need management tools and techniques to support strategic management and budgets • The key techniques of Balanced Scorecard; differentiation; product life cycle and the 5Ps tested Workshop Developing strategic performance actions to drive the results required from the strategic business plan using the tools and techniques discussed.

Tel: +971 4 335 2437

www.iirme.com/budget

Fax: +971 4 335 2438

Email: register@iirme.com

ILM Endorsed Aligning Budgeting With Strategy 11 – 14 May 2014 • Dusit Thani Hotel, Dubai, UAE 30 November – 3 December 2014 • Renaissance Hotel, Doha City Center, Doha, Qatar Business Accounting And The Budgeting Process • Basic accounting concepts and their workplace relevance to strategy and budgets • How the concepts affect financial performance measures and how to improve them • Financial statements and their evaluation of business health – when are they correct?

• Creating the key budget ratios and data assessments for managing the strategic plan Group Exercise The accounting process and its impact on your budgeting and key business area plans and decisions.

Day Two Case Study Almarai – the large food producer in KSA presents their financial analysis – how do you compare to their format and what can we learn from a budgeting perspective?

Budgeting And Its Alignment To Strategy • An outline to budgeting, and how and why it needs to reflect company strategy in a practical way • Traditional budgeting, how it fits with strategic management and the common problems to be avoided • What does an integrated business planning and budgeting process look like in reality?

• How and when budgeting should be incorporated within the overall planning process • Business monitoring and review, and how budget monitoring should fit overall business performance Workshop Modern budgetary techniques that align with successful strategic management – relating them to the business process in your organisation – a practical solution.

Case Study Vodafone preliminary results for 2012 in spreadsheet format highlighting the key budget areas and issues in their global business – we show that the process does not need to be complicated – exercise and discussion (first part of cases studies and exercises from this global telecoms organisation).

Modern Budgetary Applications And Shareholder Value • Modern budgetary applications explored and assessed; what can you use in your business?

• Value Based Budgeting (VBB) – the use of investment centres to enable management control • Monitor the distribution and successful use of shareholder funds within the business • Economic Value Added (EVA), an understanding of EBB and the associated concepts Case Study Almarai – the vital importance of shareholder value – does their strategy support shareholder value and do their budgets match their strategy – EBB in a shareholder value context?

Performance Indicators And Their Importance In Budgeting • Focussing the budget process on the strategic and operational key performance parameters • Key Performance Indicator (KPI) budgeting, is it the best format for the budget process?

• How KPI budgeting can provide a major improvement in the management value of budgeting • Linking KPI to the longer-term strategic issues facing the organisation • Breakeven analysis and selecting the appropriate KPI factors, trying to see the complete picture Workshop Breakeven analysis and selecting the appropriate KPI factors for the budget process and then comparing with the real needs in your own organisation.

Case Study Coca Cola and the Aujan Group – joining forces in the Saudi market, what will be the pressures on their strategic management and budgeting issues from this new partnership of the Rani and Coca Cola brands and can KPI help in this instance?

Day Three Case Study An application case study on Zero-Based Budgeting (ZBB), widely known but rarely used. This approach to budgeting has considerable benefits if used practically.

Exploration of the concept and its application.

Activity Based Management • Activity based management including the process of activity based costing • Using activity based management to support your strategic cost management • The analysis and control of overhead and support costs in alignment with the overall business

Tel: +971 4 335 2437

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• Examination of the various levels of overhead and support control Discussion What is the business impact of improved overhead cost allocation

• Ensuring that proposed infrastructure projects are in alignment with financial policy • Capital expenditure and the match to strategic objectives and market expectations

Workshop Applying and assessing the concepts and advantages of activity based management and then examining the practical implications.

Workshop Applying the discipline of capital investment appraisal to capital budget applications and the ongoing process.

Case Study The oil giant BP – ‘where activity, costing, budgeting, strategy and tactics collided in a spectacular way’ – what can we learn from the story?

Post Audit And Post Project Evaluation • The importance of ‘post audit/post project evaluation’ • Is this a discipline we should use more widely?

Group Brain Storming And Assessment Exercise Creative ideas in the alignment of budgets to strategy – to achieve ‘the right activity from the right strategy with the right budget at the right time’.

Case Study Vodafone – are they delivering performance and growth from aligning their budgets to their strategy or is there still some work to do?

Rolling Budgeting • Rolling budgeting and forecasting techniques to reflect reality • Is this a budgetary process to reflect the rapidly changing business world?

• Can we avoid the inherent problems of the rigid annual budget?

• Strategic thinking versus strategic planning and the route to continuous improvement Workshop Examining the management team thinking process around the concepts of strategy and budgets and their impact on the daily work performance and motivational aspects of business.

Day Four Case Study “Beyond Budgeting” – a newly emerging management philosophy in which the traditional approach to budgeting is abolished completely and replaced with the careful use of new management tools, aligned to a modern and open management culture – assessment and group discussion on potential and usage.

Capital Expenditure Budgeting • Budgeting and monitoring of capital investment projects

Assessment Test All delegates will need to complete the assessment before we summarise and close the course.

Group Exercise Create a personal action plan for the improvements to discuss and then implement within your organisation based on the knowledge you gained from the course – key skills to revise and improve Discussion And Summary • Expand the strategic management perspective and improve competitive advantage • Focus on key strategic control areas in business and finance • Understand how budgets and financial statements evaluate business strength • Take advantage of the ‘beyond budgeting’ management model • Learn how to operate more effectively and more efficiently to achieve goals

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

Tel: +971 4 335 2437

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Fax: +971 4 335 2438

Email: register@iirme.com

ILM Endorsed Aligning Budgeting With Strategy 11 – 14 May 2014 • Dusit Thani Hotel, Dubai, UAE 30 November – 3 December 2014 • Renaissance Hotel, Doha City Center, Doha, Qatar FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 9428 Dubai, UAE

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com WEB BC5388/BC5389 Course Fee Before 23 February 2014

Course Fee Before 16 March 2014

Final Fee

US$ 3,995

US$ 4,495

US$ 4,795

Event

Course Fee Before 14 September 2014

Course Fee Before 5 October 2014

Final Fee

ILM Endorsed Aligning Budgeting With Strategy (BC5389) 30 November – 3 December 2014

US$ 3,995

US$ 4,495

US$ 4,795

Event ILM Endorsed Aligning Budgeting With Strategy (BC5388) 11 – 14 May 2014

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

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Event Venue: Dusit Thani Hotel, Dubai, UAE Tel: +971 4 343 3333 Renaissance Hotel, Doha City Center, Doha, Qatar Tel: +974 4419 5000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

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