Introduction
Becoming an effective finance business partner requires much preparation and significant changes to the way we interact with the business. Breaking down “them and us” barriers requires us to think about how we interact with management both as an F&A team and as individuals and how we are structured.
On top of this, so much time is spent on day to day accounting that finding time to add additional management and business value and meet the needs of partnering is not easy. This session asks what should an F&A business partner be focused on, what structures have proven to work for others and what key skills do we need to develop?
Key features
Speaker
John McKenzie
Becoming an effective finance business partner requires much preparation and significant changes to the way we interact with the business. Breaking down “them and us” barriers requires us to think about how we interact with management both as an F&A team and as individuals and how we are structured.
On top of this, so much time is spent on day to day accounting that finding time to add additional management and business value and meet the needs of partnering is not easy. This session asks what should an F&A business partner be focused on, what structures have proven to work for others and what key skills do we need to develop?
Key features
- 4 key roles of finance – Stewardship, Operator, Strategic Influencer, Catalyst
- “High Value Added” Vs “Low Value Added” F&A activity
- Understanding your internal business customer’s needs and wants
- What sort of partnering structures have proved successful and essential role clarity
- Human aspects of being a finance business partner and finance analyst
- How are we perceived collectively and as individuals
- Building essential skills
- Essential analytical capabilities
- Relationship building, Influencing skills and Presentation skill
- Thinking Strategically.
Speaker
John McKenzie