This CPE course is included in the 50+ hours of CGMA Strategic Management Accounting . It can also be purchased individually or as a part of Strategy Development and Implementation AICPA, the American Institute of Certified Public Accountants, and CIMA, the Chartered Institute of Management Accountants, two of the worlds most prestigious accounting bodies, have formed a joint venture to elevate the profession of management accountancy by establishing the CGMA designation as the most valued, globally recognized management accountant designation. Management accountants are trusted to guide critical business decisions and drive strong business performance. Their skills encompass a mix of operations, management and strategy. The CGMA designation gives you the opportunity to prove you have these skills, and the ability to take business to the next level. The Strategy Development Track consists of six comprehensive online self-study courses that combine dynamic videos, illustrations, and audio recordings to guide you through the following areas: The process of strategy formulation Strategic use of mission, vision and stakeholders The effect of the external environment on organizational strategy Value chain and operational strategy Organizational analysis, forecasting and strategic planning Strategic analysis and evaluation methods Courses included: The Process of Strategy Formulation Strategic Analysis Mission, Vision, and Stakeholders Strategic Analysis External Environmental Analysis Strategic Analysis Internal Environmental Analysis Strategic Analysis Current Position of the Organization Analysis Strategic Analysis - Options and Choices
Identify the processes of strategic analysis, including the application of the suitability, acceptability and feasibility framework Identify the roles and responsibilities of directors and the strategic management accountant in the strategy formulation and implementation process. Identify key external factors that influence an organizations strategy Recognize the use of vision and mission statements in orienting the organizations strategy. Identify and prioritize the key environmental drivers of organizational change. Identify key resources and capabilities needed for strategy implementation. Identify and categorize an organizations value chain activities. Analyze the organization's current position (using corporate appraisal SWOT analysis and gap analysis). Identify various techniques used in forecasting, such as trend analysis, system modelling, and in-depth consultation with experts (e.g., Delphi method). Recognize scenario planning, long-range planning, and game theory as tools in strategic planning and decision making. Recognize real options as a tool for strategic analysis. Recognize opportunities to apply tools such as Porter's generic strategies, Ansoff's product/market matrix, and the Boston Consulting Group (BCG) matrix. Recognize acquisition, divestment and relocation strategies and their place in the strategic plan.
Ratings and Reviews
To review this course, please login.Login