The programme is delivered as a workshop on two consecutive days, with interaction encouraged within the group. Each session contains a core taught element, consisting of presentations and relevant materials. The programme includes group activity, where participants are expected to work together to answer questions based on real-life case studies.
*After the face-to face workshop all attendees will have opportunity for an one-to-one personal mentoring (either at Henley or via Teams - max 1 hour) as a follow up with the course tutor.
| Session | Content |
| Assessing corporate and public performance | Diagnosing where financial improvements can be made; how is the business financed; can shareholder value be improved by changing how the business is financed? Balancing financial risks and operating flexibility; should the financial structure change? |
| Cost of capital | Using stock market and ownership information in assessing cost of capital in private companies. Using social metrics to assess value contribution in public organisations. |
| Investment appraisal | How do we decide on the best way forward and key projects to create shareholder value? When might applying the standard rules result in poor decisions? Using real options and market indicators to value opportunity and flexibility of a venture or project. |
| Making and reviewing your forecasts | Forecasting the financial performance for a new, and/or growing, and/or transitioning business, and reviewing whether forecasts are realistic and achievable. |
| Interpreting financial community and stock market views | Understanding stock market measures such as PE, EPS, EV/EBITDA, dividend yield and total shareholder return. How does the financial community value companies, and how does this impact on what directors should do? Why are investors not rewarding the share price for what is being achieved? Why did share price go down after profits went up? What are investors expecting from directors? |
| Creating shareholder value | What is it and why is it important? The seven value drivers that create shareholder value. Setting corporate KPIs that link to creating shareholder value. Understanding and managing your cost of capital. |
| Corporate and organisation lifecycle | Matching appropriate business and financial strategy to governance and structure developments. How does the company need to change and adapt as it moves through the lifecycle? e.g., launch, growth, equity, listing, maturity, renewal. Is moving through the cycle a bad thing? How to ride, decline and evolve. |
| Financial transition events | The key issues in buying another company, or disposing of a subsidiary, and ensuring how it is done successfully. |
| Balancing financial and stakeholder needs | Profits and ESG; Dealing with Shareholder Activists. |
