Developing Business Acumen
Operational and strategic
Is this programme for you?
capabilities are key drivers of
The programme is ideal for managers who have
sustainable competitive advantage.
reached the stage in their own development where
Developing Business Acumen is
they need to take a broader view and see business
‘in the round’. It is particularly suited to functional
designed to enhance the transition
specialists who are increasingly required to consider
from functional excellence, to
whole organisation performance. No previous
finance or economics experience are necessary.
Duration
the ability to view ‘business in
Developing Business Acumen is not suitable for
5 days
the round’.
those with an advanced financial background.
Dates, fees & booking
www.henley.com/open
The programme consists of short structured inputs,
+44 (0)1491 418 767
interspersed with hands-on running of a business via
exec@henley.com
a fully interactive, comprehensive business simulation.
The programme will equip you with the knowledge and
Programme Director
skills required to take a broader business perspective,
Dr Scott Lichtenstein
in particular the drivers of value.
Programme team
Nick Rints, Roger Martin-
Programme benefits
Fagg, Peter Nelson,
• Understand the impact of your business decisions
Martin Williams
on organisational performance and profitability.
This programme
• Understand and better manage the trade-offs
is residential.
between short-run cash flow and long-term
market position.
• Understand risks and how to reduce or mitigate
their impacts on your organisation.
Programme content
• Introduction to business finance, profits and
cash flow.
• Price and volume affects on profitability.
• Key drivers of cash flow and liquidity.
• Key drivers of shareholder value and how
they interact.
• Preparing and presenting to shareholders.
• Defining strategy, business plan and budgets.
• Industry logic – what drives return on investment.
• Read the economy and understand key indicators
as published in the FT and the Economist.
• Exploring the critical elements of a marketing plan.
• Relationship between strategy and marketing.
• Commercial negotiation.
‘I have learnt lots and taken away some great ideas.
It has got me really thinking of what’s next for me.’
Joy Linsdall Senior Resource Manager, BT 25
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44