8252 Mode courses in Cardiff delivered Online

Why Passionate Leadership Matters Innovation is a commonly used buzzword, but it has lost a lot of value because of its ubiquity. What do we mean by innovation? What types of innovation are there? How can understanding the different types of innovation help us do better work? Market-creating innovations transform complicated and expensive products into products that are simple and affordable so that many more people in society can have access to them. In doing so, these innovations create a new market because they target non-consumers. Efosa Ojomo explains the critical role of market-creating innovations in not only serving as new growth engines for companies, but also as a foundation for sustained economic development of a region. Using theories and models developed by Professor Clayton Christensen and his team, Ojomo demonstrates how innovations that create new markets impact peoples' lives, and challenges us to change how we think about innovation in our organizations. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies.

Scaling with Simplicity - How to Eliminate Complexity in Large Agile Programs As agile thought leaders debate if agile at scale is really "agile" many of us who work in the trenches understand that scaling is sometimes necessary. We work in legacy environments and on complex codebases that require coordination. Our organizations may be working towards independent teams and a microservices architecture, but even the migrations required to get there demand scaling. This talk will help participants reduce complexity in scaled organizations and simplify their program framework. Attendees will receive actionable recommendations to help them execute more efficiently starting today. With a heavy focus on eliminating dependencies and effective planning, the presentation will help attendees bring simplicity to even the most complex scaled programs. Interspersed through the presentation will be real-life examples of successes and failures so attendees can understand how to put ideas into action. Attendees will also receive tips on influencing leadership to adopt these recommendations, empowering them to drive sustainable change. Key takeaways: How to simplify a program's operating model Tips for eliminating dependencies and managing through dependencies that can't be cut How to overcome two problems no amount of planning can solve for: bad requirements and unstable priorities Strategies to reduce the impact of prioritization changes How to influence the change necessary to build a better managed program

Agile Leadership & Enterprise Transformation: Why it Works Enterprises are evolving to become Agile Organizations to thrive in an unpredictable, rapidly changing environment. They evolve continually and embrace uncertainty and ambiguity. These modern Agile organization require a new kind of leadership which is fundamentally different from traditional mindsets. The Agile Leader has a Learning and growth mindset, an ability to inspire purpose with empathy and foster collaboration at an individual & Team level and instills outcome oriented self-direction. Transformation in large Enterprises are longterm journeys. Agile Leadership is fundamental to sustain over time and keep pivoting with outcomes that matter. Embedding new ways of working, Enterprise Design Thinking, Customer centricity and other movements will make Change the norm instead of the exception. This requires the formation of Teams with a DNA to continuously adopt best practices. Marcel will share his Enterprise Transformation perspective from having worked in Technology with many Clients in Europe and Asia throughout two decades. He will be sharing personal insights grounded in real-life stories about what works and what doesn't. His personal journey in agility and lessons learned will inspire you for your own way forward. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

The Power of Market-Creating Innovation Innovation is a commonly used buzzword, but it has lost a lot of value because of its ubiquity. What do we mean by innovation? What types of innovation are there? How can understanding the different types of innovation help us do better work? Market-creating innovations transform complicated and expensive products into products that are simple and affordable so that many more people in society can have access to them. In doing so, these innovations create a new market because they target non-consumers. Efosa Ojomo explains the critical role of market-creating innovations in not only serving as new growth engines for companies, but also as a foundation for sustained economic development of a region. Using theories and models developed by Professor Clayton Christensen and his team, Ojomo demonstrates how innovations that create new markets impact peoples' lives, and challenges us to change how we think about innovation in our organizations. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies.

Innovative Sustainable Horticulture Management The founders of the High Line showed the world how an unwanted landscape relic could be turned into a beautiful, and usable, public space; thereby providing a renown model of adaptive reuse. Today, the continued operation of the park is equally as carefully designed and innovative.The landscaping on the High Line was designed to idealize nature in an urban setting, and our plant selection and horticulture management techniques are calibrated to maintain that nature.These innovative, sustainable methods ranging from composting, to integrated pest management, to the use of sustainable cleaning products, to water flow design lead to an environment where our plants can thrive and our surroundings can remain clean and beautiful for the visitors of today and for future generations. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Levers of Project Agility: Change Management Levers of Project Agility: Change Management You may be using agile processes in your projects, even have extended the use of agile management practices into other areas of business. However, your ability to realize the expected benefits within the expected time horizons is only affected by the quality of your change management initiatives. In this talk, we will look at the models of change and current change management best practices to identify the critical success factors for integrating change management into project activities that will enable agility into benefit delivery. Your projects may be agile, but to achieve expected benefit delivery you need to integrate high quality change management initiatives into project activities. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

The Agile PMO: Value-Driven Agile Project Management Conclusive research findings show that approximately 50% of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations wasting money, resources and most important wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general. We analyze the essential model for PMO value enablement which answers: • What is the strategic role of the value driven PMO in business • How to ensure effective streamlined delivery • How to effectively select and prioritize opportunities • How to manage resource allocation Key take away: a PMO must deliver value to the organization constantly. Value isn't templates, tools and processes. Rather, it is the ability to finish the right projects faster! This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

The Banking and Finance Accounting course presents an exceptional opportunity for individuals eager to delve into the financial sector's complexities. This course is a beacon for those looking to navigate the waters of accounting and corporate finance with confidence and expertise. Beginning with a warm welcome and introduction, the course lays a solid foundation in the essentials of accounting, setting the stage for a deeper exploration into the world of financial statements. This journey through the curriculum is designed not just to impart knowledge, but to cultivate a profound understanding of the core principles that underpin financial analysis. As you progress through the sections, you'll encounter modules dedicated to working capital, financial analysis, and the intricacies of financial ratio analysis in corporate finance. The course uniquely integrates theory with practical application, highlighted in the comprehensive case study and assignment in Section 06. Moving forward, you will engage with advanced topics such as financial modelling for mergers and acquisitions, equipping you with skills highly sought after in the finance industry. The course concludes with a summary and wrap-up, ensuring that you emerge with a well-rounded grasp of banking and finance accounting, ready to apply your learning in real-world scenarios. Learning Outcomes Develop a solid foundation in accounting principles and financial statement analysis. Understand the significance and management of working capital in businesses. Gain proficiency in conducting comprehensive financial analyses. Learn the art of financial ratio analysis in the context of corporate finance. Acquire skills in financial modelling, particularly for mergers and acquisitions. Why choose this Banking and Finance Accounting course? Unlimited access to the course for a lifetime. Opportunity to earn a certificate accredited by the CPD Quality Standards and CIQ after completing this course. Structured lesson planning in line with industry standards. Immerse yourself in innovative and captivating course materials and activities. Assessments designed to evaluate advanced cognitive abilities and skill proficiency. Flexibility to complete the Course at your own pace, on your own schedule. Receive full tutor support throughout the week, from Monday to Friday, to enhance your learning experience. Unlock career resources for CV improvement, interview readiness, and job success. Who is this Banking and Finance Accounting course for? Aspiring accountants and finance professionals. Business owners seeking to understand financial aspects of their operations. Students pursuing a career in banking and finance. Corporate finance analysts looking to enhance their skillset. Individuals interested in a comprehensive understanding of finance accounting. Career path Financial Analyst - £30,000 to £50,000 Accountant - £25,000 to £40,000 Corporate Finance Manager - £40,000 to £60,000 Financial Modelling Analyst - £35,000 to £55,000 Mergers and Acquisitions Consultant - £45,000 to £70,000 Banking Officer - £30,000 to £45,000 Prerequisites This Banking and Finance Accounting does not require you to have any prior qualifications or experience. You can just enrol and start learning. This course was made by professionals and it is compatible with all PC's, Mac's, tablets and smartphones. You will be able to access the course from anywhere at any time as long as you have a good enough internet connection. Certification After studying the course materials, there will be a written assignment test which you can take at the end of the course. After successfully passing the test you will be able to claim the pdf certificate for £4.99 Original Hard Copy certificates need to be ordered at an additional cost of £8. Course Curriculum Section 01: Introduction and Welcome to the Course Introduction to Financial Statements and Analysis 00:05:00 Why are Financial Statements Important 00:07:00 Section 02: Introduction to Accounting What do we mean by Financial Accounting? 00:04:00 Accounting Standards and why they are important 00:06:00 The Concepts and Principles Underlying Accounting 00:06:00 Single Entry vs Double Entry Book Keeping 00:08:00 Understanding The Accounting Equation 00:06:00 The Accounting Cycle 00:05:00 Financial Statements 00:07:00 Section 03: Introduction to Financial Statements Section Introduction - Understanding Financial Statements 00:02:00 Overview of Financial Statements 00:03:00 GAAP: Accruals and Cash Accounting 00:06:00 Income Statement or Profit and Loss Account 00:08:00 Introduction to the Balance Sheet 00:11:00 Introduction to the Cash Flow Statement 00:06:00 Cash Flow Metrics Explained 00:09:00 Case Study- Apple Financial Statements 00:04:00 Section 04: Understanding Working Capital What is Working Capital 00:03:00 What is the Working Capital Cycle? 00:05:00 Why is working Capital Management important 00:05:00 Working Capital Analysis 00:05:00 Working Capital Ratios 00:07:00 Working Capital Policies 00:05:00 Working Capital Summary 00:03:00 Section 05: Introduction to Financial Analysis Section Introduction: Strategic Financial Analysis 00:01:00 What is Financial Analysis? 00:11:00 Measures of Profitability Financial Analysis 00:04:00 Balance Sheet Ratio Analysis 00:12:00 Cash Flow Statement Analysis 00:05:00 Valuation Ratios 00:04:00 Section 06: Financial Analysis - Case Study and Assignment Section Introduction: Financial Analysis - Case Study and Assignment 00:01:00 Case Study Assignments Apple Inc Financial Analysis 00:06:00 Apple Inc Financial Analysis - Solution 00:03:00 Discussion of Measurements of Growth Analysis 00:05:00 Discussion of Measures of Profitability Analysis 00:07:00 Discussion of Trading Performance Analysis 00:03:00 Discussion of Working Capital (Liquidity and Efficiency) Analysis 00:12:00 Section 07: Financial Ratio Analysis in Corporate Finance What do we mean by Corporate Finance? 00:06:00 Financial Ratios in Corporate Finance 00:03:00 Liquidity Ratios in Corporate Finance 00:07:00 Operational Risk Ratios in Corporate Finance 00:08:00 Profitability Ratios in Corporate Finance 00:08:00 Efficiency Ratios in Corporate Finance 00:07:00 Section 08: Financial Modelling for Mergers and Acquisitions Why is modelling so critical 00:03:00 Three Models You Will Need 00:08:00 Understanding The Integrated Financial Statements Model 00:06:00 The Integrated Financial Statements Model Example 00:07:00 Key Tips to Modelling the Integrated Financial Statements Model 00:02:00 The Discounted Cash Flow Model - DCF 00:07:00 Understanding the Discounted Cash Flow Formula 00:06:00 Understanding the Merger Model 00:08:00 Section 09: Course Summary and Wrap Up Course Summary and Wrap Up 00:03:00 Assignment Assignment - Banking and Finance Accounting 00:00:00

Toyota Kata - What is it. Where Might it Fit. and Why? Future solutions are getting less and less likely to be ones we've used before. And even if we can draw on 'experience', it may represent the lowest form of innovation which may not be good enough; we are limiting ourselves to only what we know now.Agile is about mindset, not about process. Mindset can support agile behaviors or can hinder them. Improvement exercises involve multiple people or groups working on different parts of the puzzle; how they understand customer needs and how they collaborate to create a cohesive whole can greatly influence success. So the most important question becomes, 'How might we develop an Agile mindset?'The connection between Agile and Toyota Kata is intriguing. When you look into why, it's actually quite plain and simple. Further, when you have an understanding of Toyota Kata, how it came about and why, then its potential value to those adopting Agile shines through even more so. You will recognize the potential of the 2 unintentionally hidden managerial routines at Toyota from which 'Toyota Kata' was born."One of the best, compact introductions to Toyota Kata that I've seen!" (Quote by Mike Rother, author of 'Toyota Kata', following a presentation by Oscar in Austin TX in Feb 2020.) In this session you will: See the connection between Agile and Toyota Kata and their common ancestry See why the most success in the future will come to those who can rapidly adapt and innovate Understand that a concept or model alone generally won't change behaviors (and why), but a practice routine will Understand the 2 'Kata' patterns and get a feel for how you can start your application of them, one in particular

Toyota Kata - What is it. Where Might it Fit. and Why? Future solutions are getting less and less likely to be ones we've used before. And even if we can draw on 'experience', it may represent the lowest form of innovation which may not be good enough; we are limiting ourselves to only what we know now.Agile is about mindset, not about process. Mindset can support agile behaviors or can hinder them. Improvement exercises involve multiple people or groups working on different parts of the puzzle; how they understand customer needs and how they collaborate to create a cohesive whole can greatly influence success. So the most important question becomes, 'How might we develop an Agile mindset?'The connection between Agile and Toyota Kata is intriguing. When you look into why, it's actually quite plain and simple. Further, when you have an understanding of Toyota Kata, how it came about and why, then its potential value to those adopting Agile shines through even more so. You will recognize the potential of the 2 unintentionally hidden managerial routines at Toyota from which 'Toyota Kata' was born."One of the best, compact introductions to Toyota Kata that I've seen!" (Quote by Mike Rother, author of 'Toyota Kata', following a presentation by Oscar in Austin TX in Feb 2020.) In this session you will: See the connection between Agile and Toyota Kata and their common ancestry See why the most success in the future will come to those who can rapidly adapt and innovate Understand that a concept or model alone generally won't change behaviors (and why), but a practice routine will Understand the 2 'Kata' patterns and get a feel for how you can start your application of them, one in particular