Reporting Informatively with One-Page Templates

Sale!
Placeholder

Reporting Informatively with One-Page Templates

USD $250.00 USD $200.00

This unique implementation toolkit comprise my latest thinking on the subject matter. The toolkit contains 100 pages designed to help readers implement best practice reporting. Reporting daily, weekly and monthly in a decision based way. This toolkit covers reporting: financial performance; performance measures; progress against projects and strategy; capital expenditure; board reporting; and the influence of Stephen Few’s work. Comprehensive  templates (also received electronically) will help you move forward. Price in US Dollars. I have spent around US$50,000 developing and updating this toolkit. I guarantee, you will save many times the cost of the toolkit.

Please click here to look inside the white paper.

Product Description

This unique implementation toolkit comprise my latest thinking on the subject matter. The toolkit contains 100 pages designed to help readers implement better practice methods. The  toolkit comes with electronic media, eg: formats, templates to assist in a swift implementation. I have spent around US$50,000 developing and updating this toolkit. I guarantee, you will save many times the cost of the toolkit.

This toolkit is based around the wisdom and better practices of the accountants who are on cutting edge of reporting. This is their story. Accountants need to be great communicators to fulfill their role successfully. Gone are the days when reports could simply be drafted without consideration of the reader’s needs. Reports should focus on how to best get the message across. What are the salient points? Where can this report add value to the readers understanding? And how can I deliver this report on a better practice time frame?

This toolkit looks at all aspects of reporting from weekly, ad hoc, monthly management and Board reporting. I have included HR reporting as accountants are increasingly being asked to assist in this area. Many management reports are not a management tool; they are merely memorandums of information. As a tool management reports should encourage timely action in the right direction, and should measure and report on those activities the Board, management and staff need to focus on. The old adage “what gets measured gets done” still holds true. Management reporting as a management tool needs to be a combination of monthly and daily/weekly reporting. Why you should buy this toolkit:

  • You haven’t the time to disseminate all the information from the better practices adopted by your peers – I have spent the last 25 years doing this for you…
  • Easy to use templates – which can be in use immediately.
  • Expose yourself to the latest thinking on reporting financial and non-financial data
  • Be introduced to Stephen Few’s brilliant work on dashboard design – the leading thought leaders on data visualization
  • Blow the CEO and the Board away with great report formats that are clear to the point and easy to understand

Please click here to look inside the white paper.

Contents:

  1. Background……………………………………………………………………………… 3
  2. Better practice month-end reporting formats…………………………………… 4

2.1.     Reporting a business unit’s performance……………………………………… 4

2.2.     Business reporting using value stream reporting……………………………. 5

2.3.     Reporting a consolidated Profit & Loss account……………………………… 7

2.4.     A3 page summary report for the CEO………………………………………….. 8

2.5.     Reporting the balance sheet……………………………………………………… 9

2.6.     Reporting a Profit & Loss forecast…………………………………………….. 10

2.7.     Reporting a daily cash flow forecast………………………………………….. 11

2.8.     Reporting a monthly cash flow forecast……………………………………… 12

2.9.     Monthly sales report from Stephen Few……………………………………… 14

2.10.       Reporting capital expenditure……………………………………………….. 15

2.11.       Controlling the capex approval process……………………………………. 16

2.12.       The Toyota A3 investment proposal………………………………………… 16

2.13.       Treasury graphs…………………………………………………………………. 18

2.14.       Reporting the strategic objectives/ risks/ costs pressures……………. 18

  1. Advent of value stream accounting……………………………………………… 22

3.1.     Costing of a product group by rate of flow………………………………….. 22

3.2.     One off deal analysis using the lean approach……………………………… 23

3.3.     The need to change reporting when embracing lean……………………… 24

  1. Daily / weekly reporting……………………………………………………………. 27

4.1.     Yesterday’s sales report…………………………………………………………. 27

4.2.     Using a Kanban board to report progress to staff…………………………. 28

4.3.     Weekly key customer’s sales…………………………………………………… 29

4.4.     Weekly reporting in a lean environment…………………………………….. 31

4.5.     Weekly late project reporting…………………………………………………… 31

4.6.     Weekly list of overdue reports…………………………………………………. 33

  1. Making your project reports decision based…………………………………… 34
  2. Better practice reporting stories………………………………………………….. 36
  3. Limiting the use of Excel in reporting…………………………………………… 38

7.1.     Why Excel is inappropriate………………………………………………………. 38

7.2.     Rule of 100………………………………………………………………………….. 38

7.3.     Career limiting……………………………………………………………………… 38

7.4.     Common problems with spreadsheets……………………………………….. 39

  1. Getting your message across……………………………………………………… 40

8.1.     Designing graphs by Stephen Few, an expert based in the USA………. 41

Designing Dashboards…………………………………………………………. 41

Designing Graphs……………………………………………………………….. 43

8.2.     Some dashboards that should never have been designed………………. 45

8.3.     Getting your presentations pursausive………………………………………. 49

  1. Reporting without a budget……………………………………………………….. 52

9.1.     Quarterly rolling forecasting / planning………………………………………. 52

9.2.     Impact on reporting………………………………………………………………. 52

9.3.     Revised P/L report…………………………………………………………………. 53

  1. Board reporting better practices………………………………………………….. 54

10.1.       Refocus “variance to budget” reporting to YTD variances…………….. 54

10.2.       Scoping of the information requests……………………………………….. 54

10.3.       More empowerment and no rewriting!…………………………………….. 55

10.4.       Using the executive information system (EIS)…………………………… 55

10.5.       Continually purging the Board papers……………………………………… 55

10.6.       More timely Board meetings…………………………………………………. 56

10.7.       Give the Board a one page dashboard summarising progress………. 56

10.8.       Other Board reporting better practices……………………………………. 56

  1. Many KPIs are not KPIs!……………………………………………………………. 57

11.1.       The four types of performance measures…………………………………. 57

11.2.       The 10/80/10 rule………………………………………………………………. 57

11.3.       Key Result Indicators (KRIs)…………………………………………………. 58

11.4.       Performance and Result Indicators (PIs and RIs)………………………. 58

11.5.       Key Performance Indicators (KPIs)…………………………………………. 59

11.6.       Unintended behaviour – the dark side of measures……………………. 60

11.7.       How should you report KPIs?………………………………………………… 61

11.8.       Reporting performance measures…………………………………………… 62

11.9.       Reporting the KPIs to management and staff……………………………. 62

11.10.        Reporting performance measures to management………………….. 62

11.11.        Reporting organizational progress to staff……………………………… 64

11.12.        Reporting performance measures to the Board………………………. 64

11.13.        A Board Dashboard………………………………………………………….. 65

11.14.        Reporting team performance measures………………………………… 70

11.15.        How the reporting of performance measures fits together………… 74

11.16.        How frequently should you report KPIs?……………………………….. 74

  1. Reporting HR so management become interested…………………………… 76
  2. Writer’s biography……………………………………………………………………. 77

Appendix 1:  HR reporting…………………………………………………………………. 78

Appendix 2:  Examples of report formats from a reporting tool…………………. 82

Appendix 3 Delivering compelling PowerPoint presentations……………………… 85

Thank you for your interest in the intellectual property I have developed. I will send you the electronic media you have purchased as soon as I have received confirmation from PayPal.