Management accounting and controlling: application practice - free course from the Russian School of Management, training, Date: December 2, 2023.

ACCA, MBBA, practicing auditor, specialist in tax, financial, management consulting, business coach

Practicing auditor, business coach, member of the Moscow Chamber of Auditors, Institute of Internal Auditors, Chamber of Tax Consultants of Russia.

Teacher, consultant. Member of the Institute of Internal Auditors. Author of programs and courses on topics related to risk management, anti-corruption policy and economic security.

Ph.D., associate professor, trainer-consultant on management and financial planning. Has extensive experience in leadership work. Author of teaching aids.

Cost management
• Cost management and business efficiency
• Levels of cost management
• Cost classification
• Product costing
• Cost management and operational management decisions
• Cost optimization methods

Management of risks
• Basic requirements for the risk management system.
• The concept of three lines of defense.
• Components and principles of the risk management system.
• Participants and main elements of the risk management system.
• Identification and formulation of risks.
• Expert methods for identifying risks.
• Risk analysis and assessment.
• Development and implementation of risk management measures.
• Internal documents in the field of risk management.
• Risk reporting forms.

Controlling
• Controller as corporate navigator and economic conscience.
• “Second” opinion, a system of organizational balances and the “4 eyes” principle. The controller is like a corporate navigator, co-pilot and economic conscience.
• Options for organizational design of controlling. Separation of the functionality of the controller and financial director. "Deadly sins" of the controller. Modern requirements for controller competencies.
• Features of controlling in different corporate cultures. Command&Control or Self-Organizing System? Organizational “substitutes” for the control function.
• Management by goals and benchmarks.
• Visualization and “digitization” of business strategy: finance - clients - processes - personnel. “Control panels” for owners, for the general director, for key (functional) managers.
• System of control indicators (KPI) – strategic and operational levels. Decomposition of goals and indicators: company – division – position.
• Management accounting and reporting.
• Ratio (numbers) and Emotio (visualization) in management reporting.
• Financial responsibility centers (cost centers – profit centers – service centers) and internal prices.
• Assessing the profitability of products and customers (product-customer matrix).
• Flexible budgeting.
• Beyond Budgeting is an alternative to traditional budgeting.
• “Rolling” and flexible budget. Corporate system of norms and limits.
• Soft skills of the controller.
• Communication of the controller with managers and colleagues of various psychotypes.

Management accounting: practice of application
• Concept, types and place in the economic system of the company.
• Objectives of management accounting.
• Basic components of a management accounting system.
• Interface of management accounting systems with the accounting system. Management accounting technology.
• Documentation in management accounting.
• Creation of an adequate reporting system.
• Creation of internal regulations governing management accounting.
• Control over management accounting.
• Ways to improve the efficiency of the management accounting system.
• Why is management accounting a CFO's problem? Automation.