Action
Results
Situation
The programmes are seen by Orange
to be extremely successful. The Budgets and Management
Accounts module elicited some particularly complimentary
feedback, with delegates being impressed with both content and
quality of delivery, and having "something tangible to apply
immediately in the workplace, producing substantial measurable
results in their budgeting processes".
The suggestions generated within the workshops were fed back to the relevant areas of the business, and changes are taking place that are continually improving processes across the organisation. After the instigation of the Financial Workshops, Orange asked The Wilsher Group to deliver other programmes including IMPACT and GrIP.
The suggestions generated within the workshops were fed back to the relevant areas of the business, and changes are taking place that are continually improving processes across the organisation. After the instigation of the Financial Workshops, Orange asked The Wilsher Group to deliver other programmes including IMPACT and GrIP.
Following a very successful 1-Day
seminar on "How to understand and Interpret Accounts",
The Wilsher Group was approached to diagnose, design and deliver
four finance modules to all Cost Centre managers within Orange
over the next 15-month period. This was duly carried out, and to
date, several hundred managers and staff have benefited by
attending this series of Financial Workshops.
These are financial workshops with a difference.
They are fun to attend. They are presented in easy-to-understand, non-technical terms. There is a high degree of emphasis on the practical implementation of the techniques learned.
These are financial workshops with a difference.
They are fun to attend. They are presented in easy-to-understand, non-technical terms. There is a high degree of emphasis on the practical implementation of the techniques learned.
Orange
was expanding exponentially, in both staff and levels of
business. From only 500 staff in 1993, they are now in
excess of 4,000 and still growing. This rate of growth makes
incredible demands on all levels of staff, especially managers
and directors. The situation was that Orange had nearly 300
managers, all of whom were responsible for formulating and
agreeing the financial operating budgets for their departments.
But they all had their own way of doing things; and some really
struggled. It was important that a consistent way of
understanding the financial budgeting process was rapidly
communicated to all management, combined with a working
understanding of budgeting, financial modelling, purchasing
procedures and corporate finance.
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