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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
1. IFRS 18 MPMs Energy Banking Insurance – Purpose & Positioning Topics show 1. IFRS 18 MPMs Energy Banking Insurance – Purpose & Positioning 2. Energy Sector – Replacement Cost Profit & Underlying Upstream Profit 2.1 MPM 1 — Replacement Cost Operating Profit (RCOP) 2.2 MPM 2 — Underlying Upstream Operating Profit (UUOP) 3. Banking … Read more
IFRS 18 MPMs Telecom Software – Purpose and positioning Topics show IFRS 18 MPMs Telecom Software – Purpose and positioning 2 Core Editorial Principles Applied 3 Telecommunications Industry: Service EBITDA 3.1 Definition and IFRS 18 Context 3.2 Reconciliation Table 3.3 Explanation of Adjustments 3.4 Interpretation and Governance Perspective 4 Software Industry: Non-IFRS Operating Profit ex … Read more