We all have good ideas that are executed poorly or even terrible ideas that are implemented excellently. Whatever the combination of foundational initiative and application we need to become comfortable with post-initiative analysis and see failures not as setbacks but as invaluable opportunities for growth and innovation. Embracing candid feedback and rigorous analysis, and using operational missteps as a catalyst for continuous improvement is a key skills that can make us more valuable business partners to our organisations.

·       Describing our debrief process, from scheduling the team meeting to the metrics we want to measure

·       Collaborating to make the best use of failure: How to find the silver linings, even out of catastrophe

Becoming a more resilient leader through post-initiative analysis and leveraging this skill to show the value of you as a leader

In just the last 5 years, organisations globally have had to deal with more extreme macroconditions that are impossible to predict. COVID-19, Suez blockages, the war in Ukraine, IT outages, power outages – the list goes on! And yet, as leaders who are shifting towards strategy over process, we hear very little insight or effort on how to deal with times of crises. And considering how we measure the effectiveness of leadership during crises in political, social, or military spheres, this surely means we need to translate this into the world of finance. By listening a collaborating with a diverse panel of leaders who have faced disaster we can help define the future of finance.

·       Discussing dilemmas: A brief introduction to the panellists and their leadership initiatives during a difficult time

·       Making the connections between disasters: Exploring the first steps a leader needs to take when being caught off guard

Planning for our future: Creating more resilient leaders and organisations

The Exchange has focused heavily on leadership and the idea that we are greater than just number crunchers. Finance leaders should be experts in people and communication as much as they are experts in accounting. A major part of understanding people is culture and language, and when we initially think of culture and language we think of regional or national variations. But what about generational? Arguably a greater shifting force for corporate culture has been the induction of younger employees, who bring new social pressures; with novelty becoming authority over the tenure of their careers. The time has come to bring together 4 generations of Finance leaders from Baby Boomers to Generation Z.

·       Defining the generations by exploring the core characteristics and where they differ or overlap.

·       Understanding our definitions of finance leadership and how our perceptions of what classifies as “good” leadership have changed

• Utilising ‘New Finance’ to bridge the gaps between generational differences to create better leadership overall.