We know that managers and investors can be obsessed with short
term results, including focusing on next quarter’s results. This failure
to invest in long-term growth and the corporate scandals that have
grabbed headlines further suggest scant regard has been paid to value
creation principles. Executives have been seen to destroy the value they
are supposed to be creating yet almost always claim that short-term
investor and stock market pressure made them do it. The reality is that
the principles of building shareholder value have not failed management
but that management have betrayed those principles. The role of the
accountant in promoting and policing those principles is paramount in
ensuring success.
WHAT WILL I GET OUT OF IT?
• understanding of how value is created and destroyed and guiding management principles
• recognition of both shareholder and stakeholder expectations and the management of conflicts between them
• understanding of long run models of value creation
• identification of internal and external key measures of value.
KEY FEATURES
• Rappaport’s 10 basic governance principles for value creation
• accounting techniques for estimating value
• conflicts between short run investor expectations and value creation
• taking the long run view of value creation
• intangible values – the greatest contributors of all?
• conflicts between shareholder and stakeholder value creation
• communicating to investors.
LECTURER
John McKenzie MBA
Independent Consultant
Download the booking form/circular for the Value Management - Fact or Fantasy? event
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