Book description
Presenting core theories alongside practical applications, this publication will help students understand how to effectively move an organization toward strategic goals. Author Gary Cokins uses his deep knowledge of the subject matter to deliver an easy-to-follow road map to effective and strategic management through:
- Establishing the integral links between planning and performance
- Demonstrating how risk management and performance assessment impact planning
- Applying business analytics and Big Data in the finance and accounting functions as well as marketing, sales, operations and other functions
- Evaluating the effectiveness of a strategy map and the balanced scorecard as a management tool
- Tying budgeting to strategy and measuring the effectiveness of both via ongoing performance
Written in a plain, straight-forward fashion that will allow students to draw immediate value from its content, this book pulls together several topics in an elegant yet sophisticated approach. It uses detailed graphics and diagrams to provide students with a clear understanding of the dynamic intersection between key management and organization leadership topics that management accountants need to master in order to fill a strategic leadership role within their organizations.
Table of contents
- Cover Page
- Title Page
- Copyright Page
- Contents
- Author Biography
-
Part 1: Overview of Enterprise Performance Management
- 1: Introduction
-
2: Enterprise Performance Management: Myth or Reality?
- Executive Pain—A Major Force Creating Interest in Performance Management
- What Is EPM?
- Is EPM a New Methodology?
- Clarifying What EPM Is Not
- What Has Caused Interest in EPM?
- The EPM Framework for Value Creation
- The EPM as a Continuous Flow
- A Car Analogy for EPM
- Where Does Managerial Accounting Fit In?
- EPM Unleashes the ROI From Information
- Management’s Quest for a Complete Solution
-
Part 2: Managerial Accounting
- 3: Do Accountants Lead or Mislead?
- 4: A Taxonomy of Accounting and Costing Methods
-
5: Managerial Accounting Design Complying with the Causality Principle
- Removing the Blindfold With ABC/M
- Overhead Expenses Are Displacing Direct Expenses
- Impact of Diversity in Products, Service Lines, Channels and Customers
- Growing Discontent With Traditional Calculation of Costs
- Activities Are Expressed With Action Verbs
- Drivers Trigger the Workload Costs
- Strategic Versus Operational ABC/M
-
6: Strategic Cost Management for Product Profitability Analysis
- ABC/M Is a Multi-Level Cost Re-assignment Network
- Drivers: Resource, Cost, Activity and Cost Object Drivers
- Business and Organisational Sustaining Costs
- The Two Views of Costs: The Assignment View Versus the Process View
- How Does Activity-Based Costing Compute Better Accuracies?
- Activity-Based Management Rapid Prototyping: Getting Quick and Accurate Results
- Product Profitability Analysis
- Two Alternative Equations for Costing Activities and Cost Objects
- Part 3: Strategy Management
-
Part 4: Planning, Budgeting and Forecasting
-
9: Predictive Accounting and Budgeting with Marginal Expense Analysis
- What Is the Purpose of Management Accounting?
- What Types of Decisions Are Made With Managerial Accounting Information?
- Major Clue: Capacity Only Exists as a Resource
- Predictive Accounting Involves Marginal Expense Calculations
- Decomposing the Information Flows Figure
- Framework to Compare and Contrast Expense Estimating Methods
- Predictive Costing Is Modelling
- Debates About Costing Methods
- 10: What’s Broken About Budgeting?
-
11: Put Your Money where Your Strategy Is
- A Budgeting Problem
- Value Is Created From Projects and Initiatives, Not Strategic Objectives
- Driver-Based Resource Capacity and Spending Planning
- Including Risk Mitigation With a Risk Assessment Grid
- Four Types of Budget Spending: Operational, Capital, Strategic and Risk
- From a Static Annual Budget to Rolling Financial Forecasts
- Managing Strategy Is Learnable
-
9: Predictive Accounting and Budgeting with Marginal Expense Analysis
- Part 5: Integrating Enterprise Risk Management and Enterprise Performance Management
-
Part 6: Business Analytics for Accounting and Finance
- 13: What Will be The Next New Management Breakthrough?
- 14: How Do Business Intelligence, Business Analytics and Enterprise Performance Management Fit Together?
-
15: CFO Trends with Analytics
- Analytics as the Only Sustainable Competitive Advantage
- Resistance to Change and Presumptions of Existing Capabilities
- Evidence of Deficient Use of Business Analytics in Finance and Accounting
- Sobering Indication of the Advances Still Needed by the CFO Function
- Moving From Aspirations to Practice With Analytics
- Moving From Possibilities to Probabilities With Analytics
- Fill in the Blanks: Which X Is Most Likely to Y?
- The CFO Function Needs to Push the Envelope
- Part 7: How to Begin Implementing Enterprise Performance Management
Product information
- Title: Strategic Business Management
- Author(s):
- Release date: May 2017
- Publisher(s): Wiley
- ISBN: 9781937352356
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