Strategy and Finance for Value Creation

A strong strategy must do more than set a direction. It needs to be financially viable, attract the right investment and be supported by an organisation capable of delivering it.

Strategy and Finance for Value Creation brings strategy, finance and execution together. Over 3 intensive days, you will assess your strategy against market attractiveness, competitive advantage and financial performance; make clear choices about where to play and how to win; and explore the funding, capabilities and operating model needed to put those choices into practice.

Through case work, group exercises and a finance simulation, you will test the financial and competitive consequences of strategic decisions. You will leave with a strategy that is ambitious, financially sound and ready to deliver.

Here’s how the programme can benefit both you, and your organisation.

Define corporate purpose, vision and a measurable winning ambition, and establish what value creation means for your organisation and its capital providers.

Assess your strategy through three lenses: market attractiveness, competitive advantage and financial performance. Read your organisation’s financial health the way an investor would.

Make explicit where-to-play and how-to-win choices, test whether they produce competitive advantage, and confront the trade-offs of prioritisation.

Use ROIC and other financial measures to test whether your strategic choices create value, and allocate capital across competing priorities.

Translate strategy into forward-looking financial forecasts, capital requirements and a funding strategy that matches your ambition.

Align your operating model, capabilities and priorities; move from strategy into implementation, communication and organisational change; present your integrated plan and stress-test it with your peers.

This programme is for the commercially accountable senior leader: a Director, Vice President, General Manager, Business Unit Head or senior functional leader responsible for shaping growth, allocating resources or translating organisational strategy into results. Typically, you will have professional experience and responsibility for a budget, P&L, investment portfolio or major strategic initiative. You do not need to be a finance specialist. If you have built financial fluency on a programme like Finance and Accounting for Non-Financial Managers, or are taking on P&L ownership for the first time, this programme is designed to put that responsibility to work.

Recent cohorts include: