How have successful finance and accounting organizations shed the image of policeman even in the wake of added controls to become partners and strategists to the business? It is because they accept technical competence as a necessity. The added value they bring is they spend more time developing and managing critical relationships in order to learn all there is to know about the business, its customers, and the competition. This session explores how the finance and accounting organization positions itself to work as a trusted advisor to the business.
* Identify key components of the partner and strategist role
* Recognize how strategy differs from operational planning
* Identify the criteria needed for successful partnerships
* Describe the importance of managing critical relationships
* Business best practices * The partner and strategist role * The nine elements of effective partnerships * Operating at a strategic business level * The power of dialog * Creating a roadmap for increasing visibility and value to the organization * Developing key relationships throughout the organization
CFOs, Controllers, Financial Directors, Financial Managers, Finance and Accounting Teams
Management Experience
None
Update your browser to view this website correctly.
