Managerial Megatrends and Financial Control

by David Allen
access120 days access
cpd hours4 CPD hours

This course will enable you to:

  • Understand the origins of volatility and its impact on management
  • Appreciate the importance of the growing emphasis on strategy
  • Develop a forward-looking, outward-looking and dynamic financial management model
  • Understand the transition from old models to new, and think about how your business can adapt

It is almost a cliché to say that we are living through rapidly changing times, but it is vital that financial directors and controllers are alert to its implications.

This course takes you through the predominant changes in the business environment and how they have impacted management practice. The course looks at both general management and then the control function. It takes you through a range of scenarios which help you think about how you and your organisation can respond to today’s challenging environment.

Managerial Megatrends and Financial Control is part of Nelson Croom's Issues and Debates suite of learning. Issues and Debates courses stimulate intelligent dialogue and debate and provide a valuable and evolving resource of professional knowledge and experience. These courses are topical, practical and highly relevant to today’s changing market. Each module is split into two activities: Understanding the issues and Putting it into practice. The first encourages you to think about a topic, drawing on your own professional experience and knowledge. The second helps you to put ideas and/or theories into practice as part of your day-to-day work.


  • Dealing with developments
  • Pension problems
  • Stakeholders and sustainability
  • Market research

Management generally

  • Accounting weakness
  • A capital idea
  • Finance appreciation
  • As and when
  • Equality control


  • Deming's way
  • Chairman management
  • Synthesizing up
  • Changing the system


  • An acquired accountant's approach
  • Total quality management

David Allen CBE, MPhil, FCMA, FCIS was employed for many years by the Cadbury Schweppes group, holding directorships of various companies, latterly Cadbury Ltd. Whilst with the group, he coined the expression Strategic Financial Management to refer to an approach which enabled the finance function to play a proactive role in the formation and monitoring of strategy, and offered an antidote to short-termism.

During that period he was also president of the Chartered Institute of Management Accountants (CIMA), chairman of the Management Accounting stream of the International Federation of Accountants, a visiting professor at Loughborough University Business School and a member of the Review Panel of the Financial Reporting Council.

He retired from all of the above in order to concentrate on the promulgation of the concept and practice of Strategic Financial Management, through the medium of S. F. M. Ltd. This involved writing, lecturing and consulting, and led to a number of non-executive directorships in private and public sectors.

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ACCA partner with to provide high quality CPD for members. As an ACCA member, you are required to complete at least 40 relevant units of CPD each year, where one unit is equal to one hour. 21 units must be verifiable; the other 19 can be non-verifiable.

Verifiable CPD
Your course counts as verifiable CPD, if you can answer "yes" to these questions:

  1. Was the learning activity relevant to your career?
  2. Can you explain how you will apply the learning in the workplace?

You select courses that meet these criteria, and as you complete each course you get a CPD certificate so you can provide ACCA with the evidence that you undertook the learning activity.