1603, 2017

The costs of Takeovers, Mergers and Restructuring

By |March 16th, 2017|0 Comments

The pursuit of growth through takeover or merger (TOM) has made a small, select group of executives, investment banks and consultants very wealthy while diminishing the wealth of a vast number of shareholders. Why do so many TOMs fail to deliver the perceived synergies and cost savings?

Synergies. First of all, the synergy calculations are […]

903, 2017

The three mistakes that lead to a slow month-end

By |March 9th, 2017|0 Comments

The belief that the month-end report is useful. It is too late to change anything, the horse has bolted, and management should know the number if they have been provided with key daily and weekly information. The M/E finance report should be a one pager (A3).
The belief that there is a magic number to aim for. Accountants […]

503, 2017

Upcoming workshops – Lean Practices To Transform Your Finance Team

By |March 5th, 2017|0 Comments

Three reasons why your finance team should be exposed to 21st century lean practices:

Save over 30% of the finance team’s workload within three months of attending the workshop
Expose your team to the latest lean finance team practices from David Parmenter’s latest book
Receive 100 page cutting edge toolkit with electronic media to speed […]

1801, 2017

Time’s Up

By |January 18th, 2017|0 Comments

Recently, I wrote an article “Time’s Up” for ACCA Global. It was about time management and it clearly struck a chord, due to the higher than normal correspondence with readers. Here is an extract:

Stephen Covey in his book First Things First observes that great leaders appear less stressed and seem to have more time on […]

611, 2015

The myths around KPIs

By |November 6th, 2015|0 Comments

I have been writing about performance measures for more than 20 years. In all that time, I have only witnessed minimal advances in the way companies go about using them. All too often, the assessment of measures are treated as an afterthought.They are regarded as a box-filling exercise to demonstrate that we have achieved a […]

611, 2015

Reporting Performance Measures

By |November 6th, 2015|0 Comments

There is a major problem with reporting. The writers often do not understand enough about the science of reporting. In addition, too many reports have been prepared monthly, which is far too late for prompt action. The reporting framework used in an organization must accommodate the requirements of the different levels in the organization board, […]

1506, 2015

Background to making KPIs work

By |June 15th, 2015|0 Comments

Many organizations that have operated with key performance indicators (KPIs) have found the KPIs made little or no difference to performance. In many cases this was due to a fundamental misunderstanding of the issues. Organizations often begin to develop a KPI system by immediately trying to select KPIs without the preparation that is indicated in […]

1506, 2015

Moving accounts payable out of the dark ages

By |June 15th, 2015|0 Comments

The accounts payable team is one of the most important in the accounting function. However, many APteams are stuck in the dark ages, which means:* monthly accounts cannot be prepared promptly, as AP is buried under a tsunami of invoices* budget holders are unnecessarily tied up in authorising and approving all transactions– no matter how […]

3005, 2015

Determining Measures That Will Work in Your Organization

By |May 30th, 2015|0 Comments

Many performance measures are created from a flawed process. Frequently the task of finding measures is carried out at the last minute by staff members who do not have a clue about what is involved in finding a measure that will create the appropriate behavioral response. Chapter 12 looks at common reasons why organizations get […]

3005, 2015

The free accounts payable system

By |May 30th, 2015|0 Comments

The average cost of a whole purchasing cycle is estimated at £30 to £40 per transaction. This cost is horrific when you realise that a high portion of your transactions is for minor amounts. The diagram to the right shows a typical profile of accounts payable(AP) invoices. Read More