Paul Gillot & Angela Copland Employer Business Development Managers

1. Paul Gillot & Angela CoplandEmployer Business Development Managers

2. Transformation and growth • The new CIMA operational structure • 2010 Syllabus • Transformation of the Finance Function

3. The new CIMA operational structure • Changing economic climate and customer • requirements • Fast rate of technology change and • business response times • Re-organisation to get closer to our stakeholders • Further enhanced service to Students, • Members and prospective customers

4. CIMA’s new operational structure COUNCIL/ GOVERNANCE STRUCTURE CIMA CHIEF EXECUTIVE CIMA GOVERNANCE & PROFESSIONAL STANDARDS - Director CIMA BRAND, PROFILE & MARKETING SUPPORT Director CIMA GLOBAL CORPORATE RELATIONS Director CIMA MARKETS Director CIMA EDUCATION Director CIMA OPERATIONS Director CIMA Market Regions CIMA Marketing Offices CIMA Regional Support MEMBERS/STUDENTS/CUSTOMERS/STAKEHOLDERS

5. Director New market development and support Africa UK, Ireland and Europe Middle East, South Asia North Asia ASEAN and Australasia CIMA Markets structure

6. A typical market may look like: Regional/Market Director Country office profile - legends, employers, media and other influencers Student Recruitment – individuals, employers, alliances/franchises Student support Liaison with tuition providers Member support and events Marketing Education and commercial product sales Offices will provide all or some of the services as close to market as possible There is an overriding need for efficiency and effectiveness which will dictate that some services will be delivered by the regional director from the most effective source Small offices will be supported by larger offices in the region

7. CIMA UK market – proposed structure

8. The new CIMA operational structure • Changing economic climate and customer • requirements • Fast rate of technology change and • business response times • Re-organisation to get closer to our stakeholders • Further enhanced service to Students, • Members and prospective customers

9. The new Chartered Management Accounting Qualification 2010 Angela Copland

10. Agenda – 2010 Qualification The Qualification Development Structure and Content of the Qualification T4 - Test of Professional Competence Transition - current to new qualification

11. Research and development As in 2004, we have worked with our qualification development partners the School of Management at the University of Bath Continuity in our methodology……

12. Research and development Employers of CIMA members and students Our members Our tuition providers The CIMA Faculty ….examiners, technical consultants and markers Our Higher Education partners Our students Extensive consultation and feedback with all key stakeholders

13. Radical restructuring of the qualification is considered unnecessary Subtle reform of the technical content …. and its assessment is required Research and development Research concluded:

14. Making more prominent ethics, corporate governance and green accounting extending these issues to areas where they are currently absent (e.g. environmental management accounting, finance) Research and development Research suggested:

15. Emphasising the following contemporary issues where relevant throughout the syllabus: Management Globalisation and international trade Outsourcing decisions /shared services Business partnering Research and development Research suggested:

16. The 2010 Qualification Structure and Content

17. Introduction The Chartered Management Accounting Qualification 2010 We regularly update the qualification …….to ensure that it remains highly relevant and meets the ever changing needs of employers and their staff

18. Award - Member of the Chartered Institute of Management Accountants Test of Professional Competence in Management Accounting Enterprise Pillar Performance Pillar Financial Pillar Pre-requisite Entry Requirements e.g.CIMA Certificate in Business Accounting - Part A – Initial Professional Development Assessment of Practical Experience Part B–Case study examination based on Preseen and Unseen material Professional Competence Level – E3 Enterprise Strategy P3 Performance Strategy F3 Financial Strategy Strategic Level - - - Award - CIMA Advanced Diploma in Management Accounting E2 Enterprise Management P2 Performance Management F2 Financial Management - Management Level - - Award - CIMA Diploma in Management Accounting F1 Financial Operations E1 Enterprise Operations P1 Performance Operations - - - Operational Level

19. Award - Member of the Chartered Institute of Management Accountants Test of Professional Competence in Management Accounting Enterprise Pillar Performance Pillar Financial Pillar Pre-requisite Entry Requirements e.g.CIMA Certificate in Business Accounting - Part A – Initial Professional Development Assessment of Practical Experience Part B–Case study examination based on Preseen and Unseen material Professional Competence Level – E3 Enterprise Strategy P3 Performance Strategy F3 Financial Strategy Strategic Level - - - Award - CIMA Advanced Diploma in Management Accounting E2 Enterprise Management P2 Performance Management F2 Financial Management - Management Level - - Award - CIMA Diploma in Management Accounting F1 Financial Operations E1 Enterprise Operations P1 Performance Operations - - - Operational Level

20. Management Accounting

21. Key Syllabus Content • Change management • Green issues • Governance and ethics • Tax • Re-emphasis of: • Strategy and decision making • Risk management

22. T4 – Test of Professional Competence

23. The new T4 Part A – Initial Professional Development – Part B – Case Study Examination Assessment of Practical Experience based on Preseen and Unseen Material Professional Competence Level – T4 Test of Competence – Parts A and B T4 Test of Professional Competence in Management Accounting Part B success = at least 25 credits (from a maximum of 50 credits) Part A success = 50 credits

24. Transition - Current to New Qualification

25. P10 P5 P6 P4 P2 P3 P1 P9 P8 P7 Transition arrangements The 2010 Qualification The 2005 Qualification A ‘one for one’ match

26. March/May First examinations based on the new 2010 qualification July Exam results published for the first diet of exams based on the 2010 qualification Key dates and deadlines In 2010:

27. The CIMA Difference Practical, on-the-job learning MBA programmes “Accounting” Regulatory andcompliance Management skills, financial orientation

28. The CIMA Emphasis The Accountancy Landscape Management Skills Decision Support Governance and Ethics Business Strategy Risk Management CIMA Narrative Reporting Financial Accounting And Compliance Management Accounting and Decision Making IFRS Tax Planning Sarbanes Oxley Treasury Policy Technical Skills

29. Conclusion Evolution …. not revolution …. changes based on primary stakeholder feedback Transition arrangements – simple Maintains currency with business needs The Chartered Management Accounting Qualification 2010

30. Transformation of the Finance Function Paul Gillot

31. Agenda CIMA ‘Improving Decision Making Forum’ Finance transformation Transformation enablers Business partners Conclusions

32. CIMA Forum

33. The future of finance “Accountants could go the way of (UK) coal miners – a mighty industry that once employed three quarters of a million and helped bring down a government today employs fewer employees than SmithKline Beecham. I believe that accountants in industry could go the same way if they do not realise the fundamental changes they need to make” the late Sir Hugh Collum Executive Vice President and Chief Financial Officer SmithKline Beecham

34. Why Decision Making is so important

35. CIMA ‘Improving Decision Making Forum’ Finance transformation Transformation enablers Business partners Conclusions Agenda

36. Finance transformation

37. Role of finance function is changing Business Partner Team Member Advocate Service Orientation Commentator Performance Evaluation Guardian Technically Competent Scorekeeper Transaction Based Time

38. Need for new, broader skills set

39. CIMA ‘Improving Decision Making Forum’ Finance transformation Transformation enablers Business partners Conclusions Agenda

40. Finance Cost Reduction 100% 50% Peer group World-class Labour Outsourcing Technology Other

41. The expanding role of SSCs Analysis &Reporting Transactional Highervalue Management Skills & technology enables

42. Raising the bar requires new skills Advanced Diploma Analysis &Reporting Diploma & Certificate in Mgt Accounting Transactional Management ACMA

43. CIMA ‘Improving Decision Making Forum’ Finance transformation Transformation enablers Business partners Conclusions Agenda

44. Finance’s contribution to improving decision making • Frame decisions • Finance data discipline • Managing for value • Performance management • Risk management • Analytics

45. Business partner material?

46. From back to front office

47. Management Accountants’roles in Business Intelligence • BI strategy and Business Case • Implementation • Data Quality • Performance management • Analytics

48. CIMA ‘Improving Decision Making Forum’ Finance transformation Transformation enablers Business partners Conclusions Agenda

49. Conclusions CIMA Syllabus Career progression

50. CIMA Syllabus Cash Liquidity Cost Budgets Forecasts Performance management Risk management Scenario modelling Strategic options Business partnering Covers But does more of how it was the future