Mini MBA: Financial Management - free course from the Russian School of Management, training 250 hours, Date: September 9, 2022.

Expert, consultant. Certified internal auditor. Honorary member of the International Compliance Association. Experience in retail and FMCF as Head of the Internal Audit Service and Financial Director - more than 18 years.

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.

Business broker, consultant, expert on purchase and sale transactions of small and medium-sized businesses. Successfully completed more than 48 business sales transactions.

Organization of financial, economic and accounting services
• Financial, economic and accounting service: structure, role and place in the company. Signs and causes of ineffectiveness.
• Workshop: Analysis of the reasons for the inefficiency of the financial, economic and accounting services in the company. Making management decisions. How many accountants, financiers, and economists does a business need?
• Functions and products of financial, economic and accounting services. What and for whom are we creating? Methods for assessing the quality and “usefulness” of financial and accounting services products. Assessing the quality of management reports.
• 10 main areas of optimization. Complex application of “simple” methods. Development and implementation of document flow regulations: why does the document not always work?
• Optimization of numbers and selection of personnel. Evaluating the effectiveness and ensuring the efficiency of the service. Methods for estimating time to perform functions.
• Optimization of business processes of financial, economic and accounting services. Implementation of optimized functional matrices: basic conditions. Project implementation: goals, deadlines, interaction between managers.

Effective budgeting system
• The essence of the budgeting system as a method of managing an organization
• Principles of construction and practical methods for forming the financial structure of an organization
• Stages of building and automating a budgeting system
• Building a motivation system to achieve the strategic goals of the organization, the concept of KPI
Management of risks
• Risks in modern business. Qualitative and quantitative understanding of risks. The positive and negative side of forecasts. Managing flexibility (reactive and proactive).
• Business process risks and asset risks. Classification of assets for risk purposes.
• Risk management culture. Evolution of the risk management system. Major business failures caused by inadequacy of risk management systems.

Development of new approaches to risk management regulation.
• Risk map as a tool for risk analysis and control. Examples of mapping for various industries. Risk register of a manufacturing company. Compiling a database of risk events that have occurred.
• Development of a risk management strategy.
• Anti-risk measures: passive and active.
• Internal control. Coso model.
• Financial risks. Exchange rate volatility. Risks in global financial systems. American and European attitudes towards risk control measures. Tighter regulation.
• Risk assessment. Quantitative risk analysis. Risk analysis, their prioritization. Diversification of risks.
• Risk and return. Risk statistics. Beta coefficient. Risk-free return. CAPM model.
• Process risk management with analysis of consequences and causes.

Organization of working capital management
• Assessment and analysis of the company's working capital based on the organization's balance sheet indicators. The main goals of managing the amount of working and net working capital.
• Calculation of working capital requirements to finance operating activities.
• Company strategy and tactics in the field of working capital. Hedging policy: selection of “safe” sources of financing operating assets (inventories and receivables), non-current assets. Certain aspects of the company's inventory management policy. Factors that determine the acceptable level of accounts receivable.
• Theory and practice of managing the company's cash cycle. The relationship between the cash cycle and the level of net working capital. Methods for analyzing cash flow, the company's ability to generate operating cash flow based on analysis of the cash flow statement.
• Analysis of operating activities according to the indicators of the income statement: “gross profit – EBITDA – EBIT – net profit”; the relationship of indicators with the amount of working capital and cash flows of the organization.
• Management of the company's financial results based on CVP analysis. Practical financial solutions.
• The practical significance of analyzing the relationship “costs – revenue – profit”: from the allocation of fixed and variable costs to direct costing and break-even.
• Calculation of the main indicators of “CVP analysis”: marginal income, break-even point, margin of financial strength, operating leverage.

Business value management and valuation of small and medium-sized businesses in Russia
• The concept of business value. Definition. The concept of cost-based management. Basic concepts.
• Eighteen factors for creating and increasing business value for Russian small and medium-sized businesses.
• Business valuation. Income, cost and comparative approaches to business valuation. Assessment methods within each approach.
• Specifics of company valuation in Russia
• Typical reasons for selling a business. Psychology of a business seller as an important factor in negotiations.
• Sale of a business as one of the stages of the company's strategy.
• Procedure for selling a business. Expertise of business as a subject of sale. Pre-sale preparation. Search for a buyer. How to search and find a business buyer? Types of buyers. Channels of communication with customers - advertising, direct sales, etc. Preparing for the deal. Deal.
• Legal registration of purchase and sale transactions for small and medium-sized businesses. Financial settlements within the framework of purchase and sale transactions of small and medium-sized businesses.

Leader and team
• What is the meaning of Leadership.
• The Leader's Path.
• How to develop leadership qualities.
• Power and influence of the Leader.
• Leader's personal effectiveness.
• How to stay on track.
• Leader and team.
• Systematic view of the team.
• Team management styles.
• Improving the efficiency of teams.
• Motivating employees and teams.

Leader and employees
• What does a Leader need for effective management.
• Purposefulness and result orientation.
• Forecasting and planning.
• Control and self-control.
• Making decisions.
• Problem solving.
• Delegation.
• Communication with employees.
• Development of employee potential.

Business system
• Attention management.
• Intellectual capital management.
• Resource balance.
• Strategy.
• Modern company design.
• VUCA world and requirements for companies.
• Systems and structures.
• Resource-target modeling.
• Management.
• Smart management in the digital world.
• Uncertainty and its impact on management.

Systems design
• Complexity management tools.
• 3 useful analysis tools.
• Method of scientific search for solutions to problems.
• Matrix of tools for designing control systems.
• Development of a value proposition.
• Digital transformation of business.
• Digital transformation team.
• Digital maturity scale.
• Competencies of top managers.
• Digital transformation technologies.

Marketing system and opportunity search
• Marketing functions. The evolution of marketing thought. Formation of value.
• Modern marketing: strategy, tactics, trends.
• Marketing management.
• Working with marketing information. Calculation of market capacity.
• Concentration index. Expert methods. Low-budget ways to analyze the market.
• Marketing research. Objectives of the task. Implementation specifics.
• WEB analytics. End-to-end analytics.
• Marketing research scenario. Construction of CJM.
• Algorithm for developing a new product. Generation of ideas. Design thinking.
• Blue ocean strategy. Value innovation. Innovative business models.

Creating and promoting value
• Positioning. Points of differentiation. Positioning niches.
• Positioning: algorithm for generating and constructing a map.
• Branding: development algorithm and identity.
• Naming. Name development. Registration of trademarks in the Russian Federation.
• Brand design. Packaging is a brand differentiation strategy. Brand KPIs.
• Brand strategy. Growth in the value of private label (private label). Brand portfolio optimization.
• Methods of setting prices. Psychology of price. Dynamic pricing.
• Strategy and tactics in communications. Algorithm for developing creative and media strategy.
• Integrated Internet marketing. Internet marketing tools.

Human Resource Management Strategy
• Human capital of the company. HR function audit.
• HR strategy.
• HR analytics.
• Personnel cost management: budget formation.
• Personnel cost management: cost optimization methods.
• Corporate culture of the company.
• Organizational change management: development / preparation for implementation.
• Organizational change management: dealing with resistance/maintaining change.
• Personnel marketing. Employer value proposition.
• Promotion of the HR brand when working with different generations of employees.

Key technologies in the field of human resource management
• Competency model.
• Personel assessment.
• Recruitment.
• Personnel adaptation. Mentoring.
• Personnel training and development.
• Theories of motivation.
• System of material motivation.
• Fixed part of remuneration. Grading.
• Variable part of remuneration. Management by objectives.
• Internal research into the state of human resources.

Financial instruments for increasing efficiency
• Budgeting as an effective technology for company management.
• Unit economics as a basis for financial modeling.
• Determining the profit zone when scaling a business.
• Identification of infrastructural limitations of the business development model.
• Forecasting business performance based on the budget of income and expenses.
• Formation of a balanced business development plan based on the cash flow budget.
• Formation of investment policy based on CFS indicators.
• Forecasting the need for resources and possible sources of business financing based on the forecast balance.
• Internal business assessment based on three key methods. Application of terminal value to increase business value.
• Business valuation based on economic added value.

Construction of a financial management system. Analysis of investment projects and risk management
• Practical application of existing reporting systems for company management tasks.
• Fundamental analysis of the company. Dashboard of operational analysis of the company.
• Key methods for diagnosing the financial condition of a business: historical, vertical, plan-fact.
• Increased efficiency through identification of immobilized assets. Asset turnover.
• Methodology for making management decisions based on the analysis of indicators of the cash cycle model.
• Performance analysis based on the financial results statement.
• Methodology for a comprehensive analysis of factors affecting the efficiency of operating activities.
• Key success factors when analyzing internal and external investment projects.
• Risk management as the basis of a business management system. Creating a risk matrix. Risk management methods.
• Analysis of the sensitivity of investment projects based on risk management and development of project implementation scenarios.

Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.

Classic or “planned” approach to projects
• 5-phase project life cycle. Participants and their roles according to PMBoK.
• Effective project launch. Stakeholder requirements and Charter.
• Project content. Hierarchical work structure (WBS).
• Calculation of task durations and project schedules.
• Calculation of the cost of work and the project budget.
• Risk identification and mitigation.
• Project execution management.
• Control of project deadlines, budget and content.
• Change management system.
• Project reporting. Project closure and lessons learned.