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The business model as the missing economic narrative Topics show The business model as the missing economic narrative Why business model sections disappoint boards Business model ≠ organisational structure The economic logic boards actually need Value creation is not the same as revenue generation Why business models rarely change—until they do Business model as the … Read more
Why performance measures are a credibility issue, not a reporting choice Topics show Why performance measures are a credibility issue, not a reporting choice Performance measures as behavioural instruments The historical gap IFRS 18 closes Credibility lives between numbers and narrative KPIs as a test of strategic seriousness Why boards should care deeply KPIs, MPMs … Read more
Why resources, risks and relationships are not “background information” Topics show Why resources, risks and relationships are not “background information” The structural mistake: separating strategy from capability Why boards often underestimate this section Resources: not what you own, but what you rely on Relationships: the invisible infrastructure of performance Risks: consequences, not abstractions Why this … Read more
Explaining change is harder than reporting results Topics show Explaining change is harder than reporting results The structural weakness of “period reporting” Explaining change is a governance discipline Performance: more than variances Financial position: the silent accumulation of change Cash flows: where explanations most often fail Why users care about change, not just results What … Read more
The conceptual and governance backbone of management commentary, explaining why it exists, how it connects strategy, risk, KPIs, ESG and IFRS numbers, and what boards and preparers systematically get wrong. IFRS Practice Management Commentary. 1 – Why Management Commentary matters (again) Topics show 1 – Why Management Commentary matters (again) 2 – What IFRS Practice … Read more
The conceptual and governance backbone of management commentary, explaining why it exists, how it connects strategy, risk, KPIs, ESG and IFRS numbers, and what boards and preparers systematically get wrong. IFRS Practice Statement 1 Management Commentary. 1 – Why Management Commentary matters (again) Topics show 1 – Why Management Commentary matters (again) 2 – What … Read more
1 – The Architecture of IFRS Financial Statements: Principles Before Standards General principles financial statements – Financial statements under IFRS are often approached as a collection of standards: IAS 1 for presentation, IAS 7 for cash flows, IFRS 15 for revenue, IFRS 16 for leases, IFRS 9 for financial instruments. In practice, however, this standards-first … Read more
Why business continuity is a governance judgment, not an accounting assumption Topics show Why business continuity is a governance judgment, not an accounting assumption 1. Going concern: from accounting premise to governance judgment 2. Why going concern failures are rarely technical failures 3. The dangerous comfort of minimum compliance 4. Cash: not a balance, but … Read more
Topics hide Overview – IFRS 2022 update – Classification of non-current liabilities with covenants Why this change? The 2022 amendments Separarate presentation Disclosures Right to defer settlement The 2020 amendments What’s new compared to the current IAS 1 Example 1 Loan subject to covenants Example 2 Foreign curency convertible bond Overview – IFRS 2022 update … Read more
Topics hide What is the disclosure definition under IFRS? Let us point to some IFRS disclosure particularities Minimum comparative information Structure and content Realisation of assets and liabilities Materiality and separate disclosure Nature of expense and function expense profit or loss statement Analysis of expenses by function and by nature Nature of expense Function of … Read more