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What business acumen is and 9 ways to develop it

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What is business acumen, and why is it important?

Business acumen skills.

How to develop business acumen

How to showcase your business acumen skills

What drives profitability for your company? What metrics are top-of-mind for your company leaders? What is going to make or break the success of this quarter for your team or department? How does your manager set priorities?

Depending on the type of work you do, you might not know all the answers. But maybe these questions ring a bell. 

For instance, maybe you remember hearing something similar at an all-hands meeting. Or maybe you’ve never even thought about them.

The answers to these questions are examples of business acumen. And anyone who wants to be a leader in an organization has to get comfortable with these types of concerns. 

Let’s explore what business acumen really means, what skills are required to have it, and how you can begin to develop business acumen today.

Business acumen is someone’s ability to understand and handle business situations. It is the collection of both general and organization-specific knowledge about how things get done and why. It is a key characteristic of leadership and shows up in the questions someone asks and the decisions they make.

However, business acumen isn’t just about understanding business issues in general. It also involves understanding your particular business and making decisions that create a positive impact in your organization.

Having business acumen will improve your business instincts. When you’re empowered to make decisions or experiment with different approaches, business acumen allows you to guide your team to where they can have the most impact. You help them focus on the things that matter most for the company.

When a company’s business acumen is improved, everyone in the organization receives the benefits.

People tend to think of business acumen as a desirable attribute in employees who are more technically aligned, or with a specialized skill set. For example, a software engineer with business acumen has different opportunities than one who lacks an understanding of the business, even if they possess similar technical skills. 

Business acumen typically addresses questions such as:

  • How does your organization make a profit? 
  • What drives the decisions behind the business strategy? 
  • How do companies budget and plan? 
  • Which of your potential projects is most likely to be a priority beyond your department?
  • How do you garner buy-in ?

Developing business acumen can help give you the knowledge you need to have a long and successful career.

Having this knowledge is even more important when companies are:

  • Becoming more agile 
  • Utilizing distributed leadership
  • Making crucial decisions
  • Experimenting and taking risks to gain useful information

giving-feedback-business-acumen

At a bare minimum, a team leader should have some business acumen. Otherwise, it is unlikely employees will feel empowered. Without acumen, a leader doesn’t have the necessary tools to help move the organization forward in a good direction.

Business acumen is currently in high demand. According to a study by Cisco, 93% of IT and business executives have a talent gap that prevents business transformation. 42% say business acumen is their biggest skill gap . No other skill gap reaches those numbers. 

What skills can help leaders build business acumen? 

It’s more than just business knowledge. Here are eight skills that contribute to someone’s business acumen.

1. Strategic thinking and problem-solving

Coming up with effective plans designed to reach company goals is a key component of business acumen. Strategic planning and problem-solving contribute to this ability.

You also need to know how to prioritize according to a variety of situations. Not all priorities will be the same at all times. Leaders need to use their strategic thinking to figure it out on the go.

They must also be able to adapt and solve problems creatively . Adapting to change is necessary for an organization to thrive in any market. Previous solutions may not always get a team the same results. But someone with business acumen can think on their feet.

2. Leadership

Someone with business acumen should also possess strong leadership skills and characteristics . They can inspire others to meet the needs of the organization.

A capable leader can prioritize and adapt those priorities to keep the focus on what matters most, even amid change.

3. Comfort with the numbers

It’s important to understand processes and financial metrics like budgeting, forecasting, profit and loss, and reporting, just to name a few. Being comfortable with these numbers helps someone take the pulse of an organization. 

man-showing-important-data-business-acumen

It’s also important to know the basics of reading a P&L, balance sheet, and cash flow statement.

Other important number factors to know about include:

  • How a company drives its cash flow
  • The basics of operations in your company and which parts are the biggest levers of performance and growth
  • What is unique about your operations
  • What affects the bottom line

4. Communication and influence

Communication is a crucial skill that makes up business acumen. It’s important to know how to communicate effectively with others to help everyone function more effectively.

Someone with business acumen also understands what matters to different audiences and stakeholders. They know how to communicate a compelling vision and explain the why behind it.

These communication skills can be used to develop relationships in your project or team to create better outcomes. 

5. Marketing

Someone with business savvy knows their target audience. But they should also understand how to discover who that target audience is.

They also know how to come up with key marketing angles to attract that audience. In addition, they need to know KPIs to track and measure growth.

This doesn’t mean you need to be a marketing expert to have business acumen. But having a grasp on the basics is part of building acumen skills.

6. Analytical capabilities

Analytical capabilities are key to business acumen. These can include:

  • Collecting and analyzing information
  • Connecting the dots between data points
  • Understand a problem from different angles
  • Understanding what information is rare and valuable and the limitations of what is available

7. Understanding the market

Understanding your market is not the same as having marketing skills.

It involves understanding the industry you work in and what the marketplace looks like. For instance, someone who understands the market knows how to do a competitive analysis, how to track and follow industry trends, and ultimately how to pivot when the market demands.

8. Context and situational awareness

Someone with business acumen knows how their actions affect the organization they work for in a variety of situations. They have the emotional intelligence to understand how team members feel about a given situation and are equipped to handle it accordingly.

team-leader-drinking-coffee-business-acumen

This is a form of self-awareness . It’s difficult to understand how your actions affect an organization without any self-awareness to begin with. 

How to develop business acumen 

Because business acumen is in high demand in the workforce, people who have it can make a big difference for their organization.

Here is how someone in your organization can develop business acumen and become an asset for their team and the company at large.

1. Dig into the financial side of the business

It’s important to become financially literate in the business sense. But this doesn’t happen on its own. 

Even someone who is naturally good with numbers won’t automatically understand a company’s financial side without digging into it.

Some examples of how someone can improve their financial literacy in an organization include:

  • Tracking important metrics over time
  • Getting insight from business intelligence data
  • Looking at financial statements
  • Asking for help if there are metrics you don’t understand

2. Get a mentor

Anyone who wants to grow their skills in a given industry should find someone willing to mentor them .

man-mentoring-woman-at-work-business-acumen

This person should have the strong business acumen skills you want to develop.

Mentors can provide a much-needed perspective that someone on their own cannot access. Their deeper knowledge and experience in the organization give them an advantage that they can pass on to their mentee. However, with reverse mentoring, the mentor is not always the senior member in this exchange. Young employees have a valuable perspective and set of experiences they can convey to their older peers.

3. Study the business model

Studying the company’s business model can help an employee learn about areas of business they don’t know much about yet.

It can also help them understand growth strategies used by the business.

For instance, how does the supply chain work? How does the company handle its human resource management?

Understanding the business model can help someone use their big picture thinking skills. 

4. Stay up to date with industry trends

Business acumen isn’t an evergreen skill. Anyone who wants to develop and upkeep business acumen should stay up to date with industry trends.

Some ways to do this include:

  • Following business leaders on social media
  • Subscribing to newsletters in your industry
  • Keeping up with business news

If you want to build more business acumen, start doing your research and make a habit of it. Those who want to encourage others in their organization to develop business acumen can encourage them to develop this habit, as well.

5. Understand the customers

Anyone who wants to know more about a business should talk to customers when they can.

Talking directly to customers is the best way to get their perspective on the organization you work for. It’s also a great way to collect their feedback and improve business performance.

Study customer satisfaction with your organization’s Net Promoter Score (NPS) and Customer Satisfaction Score (CSAT). Customer data doesn’t give you the customer’s unique perspective, but it does provide the big picture of who the customers are.

6. Sign up for a business class

Taking a business class can be a more structured way to develop competencies that help improve business acumen.

Reading a quick overview book like The 10-Day MBA can also help people jumpstart the process of building business acumen.

Do you want to support business acumen development in your organization? Make sure to invest in professional development courses for your employees. When building business acumen, self-driven learning is key.

7. Become more comfortable taking calculated risks

Practicing business acumen requires taking risks. No risk means no reward.

It can feel uncomfortable at first to take risks. Encourage people in your organization to take smaller risks first if this scares them. 

young-woman-working-at-desk-business-acumen

8. Learn how to fail

If you want to achieve success, you’ll have to encounter failure along the way . 

Learn how to make “good failures.” Good failures aren’t based on sloppiness or failing to ask for help. Instead, they’re designed to help you and others learn as much as possible.

Learn how to pick yourself up after your failures. If you can learn from them and move on, you’re already steps ahead.

9. Invest in coaching

A coach can help people speed up the process of developing their business acumen.

Should someone get a coach if they already have a mentor? You can benefit from getting both . 

Consider bringing in skilled coaches to help people in your organization build their business acumen, even if there’s already a healthy culture of mentorship .

If you’re someone who’s developed business acumen skills over the years, how you showcase them matters almost just as much as how you use them. Showcasing your business acumen can help organizations understand your worth.

This is true whether you’re planning your career in the same organization or if you’re looking for opportunities elsewhere.

Include specific skills in your resume. For example, add analytical skills if you have them.

Give examples of how you’ve used those skills in the past to succeed in a previous position.

woman-updating-her-resume-business-acumen

You should also be prepared to talk about business considerations (of your former employer and your prospective one) relative to the role you want. For example, if you’re trying to join a SaaS company as a marketer, be ready to talk about how content and demand might drive users.

Develop business acumen and become an asset to your organization 

If you see yourself evolving as a leader in an organization, it’s crucial that you develop business acumen sooner rather than later.

But you don’t have to figure it out alone. Coaches at BetterUp can help you awaken your potential and become the leader with the necessary business acumen to make transformational decisions. Try out a custom demo to get started.

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Get your promotion. Make your career change. Build the future you dream about. And do it faster with a world-class BetterUp Coach by your side.

Maggie Wooll, MBA

Maggie Wooll is a researcher, author, and speaker focused on the evolving future of work. Formerly the lead researcher at the Deloitte Center for the Edge, she holds a Bachelor of Science in Education from Princeton University and an MBA from the University of Virginia Darden School of Business. Maggie is passionate about creating better work and greater opportunities for all.

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How to Build Business Acumen Skills [Examples and Definition]

By benjamin miller.

presentation on business acumen

“Develop business acumen skills.”

That’s a terrific goal for the new year. If you’re exposed to the worlds of management, startups, or business in general, you’re likely familiar with the definition of business acumen.

Business acumen is an all-encompassing term that speaks to one’s business competence and ability. Many professionals desire this attribute, but very few truly obtain it.

What does it take to develop strong business acumen? Is it an innate ability or something you can learn along your career journey? Fortunately for many, it’s more of the latter.

That is, anyone can develop strong business acumen skills with the appropriate practice, real-world experience, and top-quality educational programs . In this post, we’ll dive into what it takes to develop strong business acumen skills in 2022. Let’s first start with the definition of business acumen.

Business Acumen Definition: What Is The Definition of Business Acumen?

What is the definition of business acumen? Let’s define business acumen as the competency required to succeed in business. You can measure business acumen by the ability to understand various business situations, make smart decisions, and ultimately lead initiatives that drive business success. 

Business acumen is largely about having the requisite “hard skills” in your business toolbox, but it’s just as much about the softer skills — like intuition, judgment, and instinct. That is, one with strong business acumen must have a wide breadth of business knowledge, but also a good “feel” for the product, the market, and the customer.

What Are Some Business Acumen Skills?

Business acumen skills are any skills that serve to strengthen one’s overall business knowledge. These skills make up the main pillars of any holistic business education. Take the following list, for example, which covers the skills learned in brunchwork’s Business Intensive mini-MBA course:

• Strategy & Finance

• Web Development

• Communication & Presentation

• Sales & Influence

• Customer Research

• Marketing

Business Education MBA Skills

Business Acumen Examples:

Under each of the core skills exists a number of granular specialties that can be learned. With enough study and practice, you can develop strong business acumen skills:

Business Acumen Skill Example: Pricing

For example, take Pricing. A Pricing expert would claim skills like how to leverage various pricing models, packaging, and competitive landscape analysis. From there, they’d be able to identify when and how to put those skills and competencies to use.

Business Acumen Skill Example: Marketing

As another example, consider Marketing. A Marketing expert would claim skills like lead generation, copywriting, paid ad campaign management, and more. As with any business acumen skill, it’s all about understanding the best or most likely to succeed initiatives worth pursuing.

Business Acumen Meaning

There are plenty of business acumen skills one can learn. As I previously mentioned, there’s also a “feel” one must develop, which typically requires practice in real-world scenarios. That’s largely what makes business acumen such an intriguing topic, and it’s why there is more meaning to this idea than just a set of skills. One must be disciplined in their intuition and judgment to truly have strong business acumen. 

The takeaway here is that reading a textbook isn’t sufficient! To understand this “intuition” side of the coin, consider that there are nearly unlimited decisions one can make when running a business. Having the ability to make one great decision over dozens of others is often where true business acumen is revealed. What’s the best way to allocate limited resources? Where might a marketing team get the best bang for its buck? How might a sales team get creative with closing more deals? Answering these questions sometimes revolves around a “hunch” just as much as it revolves around data or hard skills.

For the ideal environment to learn business acumen skills and develop business acumen intuition, a structured educational experience makes both possible. Look no further than a top mini-MBA course that specializes in both: Business Intensive by brunchwork.

How To Build Business Acumen Skills

presentation on business acumen

The Business Intensive experience was designed specifically for those looking to not only learn new business skills but to put those skills to use in real-world environments. This is made possible by the “flipped classroom” approach, which focuses less on lectures and textbooks, and more on collaboration, discussion, and immersive learning. 

Business Intensive promises to teach students a proven approach for validating, prototyping, modeling, marketing, selling, and presenting business concepts. But it’s not all by the book. For example, students have the chance to refine and test a business concept as one of the course projects. For students looking to develop the “intuition” side of their business acumen, these co-learning projects provide consistent opportunities to do so:

• Refine and test a business concept

• Run a market sizing, revenue growth, and competitor analysis

• Deliver a high-caliber presentation

• Analyze financial reports and models

• Develop a brand strategy

• Build a no-code website

• Conduct user interviews

• Develop and execute a marketing and sales plan

• Pitch a business idea with conviction and charisma

This 7-week mini-MBA program has been named by Forbes as one of the best MBA programs . And it costs less than $2,000 — a tiny fraction of the cost of traditional MBA programs. Weekly guest speakers include high profile business leaders, like former Presidential Candidate Andrew Yang, PayPal Founding COO David Sacks, Ellevest Co-founder, and CEO Sallie Krawcheck, and Peloton Co-founder, Graham Stanton.

Business Acumen Skills Are A Life-Long Pursuit

Like anything else in life, business acumen takes practice, and most of all, patience. When talking about such a broad-reaching concept, it’s important to remember that it doesn’t happen overnight. Fortunately, in 2022 and beyond, there are some great ways to accelerate the process.

Even today’s most well-known CEOs and executives are still learning and adding to their business acumen. It’s not quite like a higher education degree, where you work for it until one day, you officially have it. Rather, we all have some level of business acumen to build on top of already — and none of us will ever be done building.

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  • Resume and Cover Letter
  • Business Acumen: What It Is...

Business Acumen: What It Is and How You Can Showcase It On Your Resume

11 min read · Updated on November 28, 2022

Ken Chase

When seeking a job in management or leadership, it's vital to know how to highlight your business acumen in your resume

If your career advancement goals are targeted toward higher-level positions in your industry, you'll likely need to develop some level of business acumen - otherwise known as business savviness or business sense. Moreover, you will need to be able to highlight that talent for business in your resume if you want to land the interviews you need to secure that great job. So, is there a way to showcase that business sense without simply saying that you have business acumen? Of course there is!

In this post, we'll explain the concept of business acumen and why employers value it in their managers and executives. We'll also examine some examples of different types of business sense skills and provide some helpful tips that you can use to highlight those abilities in your  resume .

What is the meaning of business acumen?

Business acumen is not a single skill like communication or computer proficiency. Instead, it's a comprehensive portfolio of hard and soft skills, knowledge, and insights that you use to add value to any organization that employs you. Think of it as an umbrella term that encompasses a range of technical, soft , and interpersonal skills, as well as knowledge and insights into various aspects of business planning, finance, operations, and strategy.

For example, you might have keenly developed financial analysis skills that enable you to accurately forecast how company decisions may impact things like cash flow, competitive advantage, and overall profitability. Or you might have technical skills that enable you to identify the best ways for your company to leverage emerging technologies and keep your company on the cutting edge of technological innovation.

Put simply, business acumen is a set of skills that represent your overall business literacy and your ability to leverage your skill set to benefit your employer. When you have well-developed business savviness, your perspective and insights will tend to go beyond your job position or even your specific department. Your perspective will encompass the whole of your business organization, its mission, and values.

Most experts agree that business acumen is not something that you are born with; it's a learned talent cultivated over time. Fortunately, the fact that you have to develop these skills through experience can work to your benefit, since you should have no shortage of achievements to cite when you begin to include examples of your business acumen within the body of your resume.

Why is business acumen important to employers?

As you might expect, employers are not focused on job candidates' business acumen for most low-level positions, mainly because that level of business sense is not necessary in every job role. However, that acumen can be absolutely essential for many management and executive positions. When employers are filling those jobs, they need to make sure that they're hiring people who have the skills needed to understand the business, industry, and broader markets.

Top companies understand the value of hiring talented individuals with the right business acumen skills. They know that these types of employees can make an immediate impact on their organizations in any number of key areas. That level of business savviness drives value throughout any organization, from day-to-day decision-making to long-term efforts to achieve the company's mission.

Examples of skills that demonstrate business acumen

Before you can effectively convey your business acumen to potential employers, you first need to be able to identify the specific skills that you possess that best illustrate your business sense. We've compiled a list of business skills that can demonstrate that acumen in your resume or during an interview. For organizational purposes, we've separated these skills into four main areas of concern: planning, finance, operations, and strategy.

Planning acumen skills

Acumen for planning is demonstrated by skills related to your ability to think about future actions and prepare step-by-step courses of action that can help you to achieve your company's objectives. It's a future-oriented skill set that requires foresight, analysis , goal-setting, and sound judgment about which path to pursue. Oftentimes, planning will also entail the creation of alternative options, to ensure that you have the flexibility needed to meet unforeseen challenges.

Some examples of skills that can demonstrate your planning acumen include:

The ability to analyze data and identify opportunities

Creating objectives that align with the company's goals

Establishing plan parameters

Creating alternative plans

Evaluating potential outcomes

Resolute decision-making

Managing implementation and results-tracking

Modifying the plan as needed to ensure success

Financial acumen skills

Financial skills that can showcase your business acumen include all those abilities related to your understanding of a company's monetary transactions and economic life. These are key skills for anyone in a leadership position, since they go right to the heart of how the company makes its money, adjusts to challenges, and achieves success in its specific market.

Some of the most important financial acumen skills you'll need to highlight on your resume include things like:

Profit and loss management

Understanding of performance metrics

Expertise with financial reporting tools

Resource management

Cash flow forecasting and management

Budget analysis, creation, and implementation

Asset management

Pricing strategy development

Tax strategy management

Operations acumen skills

Operational acumen relates to all those skills that help to demonstrate your overall operations intelligence. While the term “operational excellence” has been bandied about with wild abandon in recent years, it's a concept that's often misunderstood. True excellence in operations is demonstrated by those who have the talent to analyze any business situation, identify problems that need to be fixed, and create and implement strategies that improve the company's value proposition and profitability.

Some important operations acumen skills that you can highlight in your resume include:

Human capital management

Ability to identify  technology trends and leverage them to drive innovation

Problem-solving abilities

Project management

Risk and opportunity assessment

Understanding of marketing dynamics

Communication and team-building abilities

Optimization of sales funnels

Strategic acumen skills

Business acumen skills also include those related to strategic thinking and implementation. Planning skills are important for ensuring that a company is properly prepared for both expected and unexpected challenges and help to inform operational and financial decisions. Strategic acumen enables you to devise and implement the programs needed to make those plans a reality. These skills enable companies to expand and grow, using any number of strategic methods.

Strategic acumen skills may include things like:

Developing action roadmaps 

Analyzing risk and opportunity

Estimating execution costs and potential return on investment

Brainstorming to find solutions to likely obstacles

Creating metrics to track program progress

Flexibility to refine or replace strategies that fail to achieve goals

Other important skills that can highlight your business acumen

As you might imagine, business acumen skills can include a whole host of other talents and abilities as well. For example, interpersonal skills like communication and empathy are vital for successful leadership. So too are skills like organization, trustworthiness, effective time management, and conflict resolution. Active listening, integrity, and self-motivation can be included in that list too. The bottom line is that you probably possess a wide range of abilities that you can use in your resume to showcase your business acumen.

How to highlight your business acumen in your resume

As we noted earlier, you don't want to simply declare that you have a great deal of business acumen when you're creating your resume. Instead, you want to prove that you have that savviness by highlighting key skills and achievements that demonstrate your business sense. You can do this by including some of these abilities and accomplishments in the summary, work experience, and skills sections of your resume.

The goal is to create a broad narrative that tells your story in a way that emphasizes your tremendous business acumen and potential value as an employee. Of course, the tricky part is determining which of those skills will make the best impression on any given hiring manager. Here are a few tips to help you select the best options before you work them into your resume:

Begin by researching the company to identify its business model, values, and structure. Who are its competitors? What markets does it serve? Knowing these things can help you to figure out how your business acumen skills can benefit the firm.

If space is limited and you have to choose between generic skills like communication and more specific business acumen skills that relate to operations, financial, planning, or strategic matters, choose the latter.

If you are including any of these skills, make sure that you have maintained them over time. Keeping up with current affairs in your industry can be a great way to keep that business sense up to date.

Including business acumen skills in your resume summary

If you're familiar with the resume summary section, then you already know that space is at a premium in that introductory paragraph. Still, that doesn't mean that you should pass up the opportunity to begin your resume with a clear statement that demonstrates your business acumen to the reader. One way to do this is to use a few powerful skill keywords when describing yourself, with a brief nod to how those talents translated into real achievements throughout your career. For example:

  • Visionary leader with keen insight into how the fusion of human capital and emerging technology can speed innovation, expand customer acquisition, and fuel increased profits

Adding business acumen skills to your work experience section

You should also include specific references to some of your business acumen skills in your work experience section. As you do so, however, remember to cite those skills within the context of actual achievements and use quantifiable results that demonstrate how your previous employer benefitted from your talents. Try to include two or three such examples, if possible. Below are some ideas that may give you some inspiration as you create your own descriptions:

Led a strategy team that redesigned IT processes, resulting in a 32% reduction in costs, a 40% drop in tech problem resolution times, and a 26% improvement in reported customer satisfaction

Identified digital marketing strategy flaw and provided resolution that increased customer engagement by 61%, doubled reported brand awareness, and boosted sales by $1.2 million in the first two quarters of implementation

Directed a ten-person financial team that revamped budgeting and outlay processes, reversed negative cash flow trend, and enabled 30% of the company's budget to be redirected toward growth and expansion efforts

List business acumen abilities within your skills section

Since your business acumen is also demonstrated through your skills, it can be helpful to include some of the most relevant abilities in your skills section. Again, you will want to focus on the most important skills for the position you are seeking and make sure that they are prominently listed within that section. Simply include a bullet point listing for each skill that you want to highlight. You can pick and choose from the relevant skills that we've included throughout this post and add any other technical or soft skills that you want to highlight to round out the section.

Some tips to help you improve your business savviness

Finally, we want to include a few helpful suggestions that you can use to enhance your business acumen:

Read industry journals and other sources of news to learn more about your industry

Find a mentor who can help to cultivate that savviness

Attend lectures and other events related to your industry or business in general

Consider pursuing professional training to enhance your skills

Work to learn as much about your company as you can; ask to participate in new projects, cross-train in other departments, and so on.

Aim high with a resume focused on business acumen

Today's companies need managers and leaders with superior business acumen, so it's important to highlight those types of skills and achievements in your resume. You're now in a position to showcase your own acumen and get your resume the attention it needs to land a great job.

Does your resume still seem to lack that compelling narrative it needs to get your foot in the door? Get a free resume review from our experts today!

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Business Acumen: More Than Just Business Knowledge

A busy sales manager sends you an e-mail at 8 a.m. to ask how you can help her take advantage of something she read in that morning's headlines: “With the news today about our competitor's takeover, what can we do to hire their salespeople? We wanted to recruit a couple of them, and this might be the opportunity we were looking for!” As her HR liaison, it’s time to rely on your business acumen to help her achieve her goals.

What Is Business Acumen?

To some, business acumen means understanding certain business disciplines—finance and accounting, for example—or knowing the specific details of other functional areas in an organization—say, logistics or sales. But, in practice, business acumen is about more than that, important as that knowledge is.

Business acumen is much broader in scope, as Society for Human Resource Management (SHRM) researchers developing the SHRM Competency Model learned from HR professionals around the world. HR can handle the what, how and why of business, and this competency includes many other behaviors that are necessary to prove it.

An HR department demonstrating effective business acumen understands its organization’s operations and functions, as well as the industry and competitive environment in which the organization operates. But it also uses that information to effectively make business decisions. As a member of such an HR team, you therefore would be able to:

  • Show how HR is strategically important to your organization's core business functions.
  •  Present information that makes the business case for HR.
  •  Use a variety of internal and external resources to learn more about your organization's business and operational functions.
  •  Use organizational metrics to make HR decisions that align with your organization's business goals and stakeholder expectations.
  •  Market HR internally and externally.
  •  Leverage technology to solve business and HR problems.
  •  Navigate corporate culture based on understanding how business in general, and your organization's specific business, works.

Good business acumen shows the people in your organization that they can trust you. Your recognition of their value, in understanding customers to achieve the organization's mission, demonstrates your respect for them , so they are more likely to respect you .

Becoming Proficient

Building your proficiency in business acumen is not as easy as it may seem. The knowledge and abilities you need depend on your career level.

If you're just starting out as an HR generalist for a small company, for example, you need to learn more about how your organization is structured and how its business and financial systems work. Read the appropriate books and background materials. But you also need to understand that information from the perspectives of your colleagues and leaders. Does what you're reading about align with the actual culture and practices of your organization? You can only learn about that by talking to and interacting with those business partners.

As you move up the career ladder, it's critical to learn more about what to say and the right way to say it, at the right time, to the right people. This may require coaching or mentoring. Seek out someone in your organization with significant experience who can work with you.

At the highest levels of HR, a key part of your role is to use your business acumen to help drive HR strategy. Hone your skills by attending leadership conferences—the smaller, the better—that focus on business strategy from a multidisciplinary perspective.

Here are some ways to start becoming more proficient in business acumen right now:

  • Read general business management books and articles.
  •  Keep abreast of business news pertinent to your organization and its customers.
  •  Take a course in business statistics or accounting.
  •  Join chat rooms that include non-HR business professionals.
  •  Ask for a temporary work assignment in a different functional area, such as finance or marketing.
  •  Request feedback from other key business stakeholders regarding the quality of your business decision-making.

In a recent HR Magazine article, “ Business Acumen: Building a Better HR ,” professor Peter Cappelli, director of The Wharton School's Center for Human Resources, acknowledges that “HR is often perceived by corporate leaders as being out of step with the rest of the business.” To help counteract that perception, he provides great advice for HR professionals about how to think and act more strategically and from a business perspective—to develop their business acumen.

Business acumen is a key part of HR. Increasing proficiency in this competency will help increase the legitimacy of HR in the eyes of the business world. The sooner you do so, the better for your career and the HR profession in the long run.

Joe Jones, Ph.D., is director of HR Competencies for SHRM. 

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Business Acumen Interview Questions: What They Are & How to Answer Them

Jay Fuchs

Published: August 04, 2022

Every interviewer wants to get a pulse on who you are and how well you'll fit within their organization — but they also understand you won't do too much for them if you don't have the hard skills for a job. That's why many job-seekers find themselves answering something known as business acumen interview questions.

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But what does that term mean? And what do those questions cover? Here, we'll take a closer look at the nature of business acumen interview questions, see how to answer them effectively, and go over some example questions and answers.

What are business acumen interview questions?

Business acumen interview questions and answers, behavioral business acumen interview questions and answers, situational business acumen interview questions and answers, general business acumen interview questions and answers.

Download Our Roundup of 100 Sales Interview Questions

Business acumen interview questions are practical interview questions that let interviewees show how much they 'understand' business. They're typically conceptual questions that give interviewers perspective on how a candidate could make decisions that impact a business beyond the context of their individual role.

Business acumen interview questions tend to be more grounded and practical than other types of questions you might run into as a job-seeker. They're supposed to give you the space to demonstrate more technical business knowledge as opposed to insight into your personality, goals, or vision.

These questions often require you to draw on your experience — but are more about the process than the big picture. They often dig into the nuts and bolts of how you handled certain projects, setbacks, or conflicts over the course of your professional life.

While they still give you room to speak to any lessons you've learned throughout your career, interviewers generally ask business acumen interview questions to gauge whether you have the hard skills required to fulfill the role you're pursuing.

Now that you have a feel for what business acumen interview questions are and why interviewers ask them, let's take a look at some examples.

1. Have you ever run over budget? Why did that happen, and how did you handle it?

Why they're asking.

This question's value is twofold. For one, it shows an interviewer that your experience is extensive enough to have dealt with a common, troubling issue that you may very well run into in your new role. It can also show that you have the composure and business savvy to take ownership of this kind of situation effectively and help see your team through it.

How to Answer

This is a specific question about your experience, so be as specific as possible. You want to lock in on a single project where you ran into this issue. You don't want to say something like, "Oh, this has happened too many times to count! Let me think." You want to know this is something that hasn't happened a lot — show them that this is a one-off occurrence, and be clear in explaining how you learned from your mistake.

Sample Answer

"One of the first projects I took on in a management role at Inbound Construction Tech was a push to implement our construction project management software for three regional fast-food chains in the Midwest. After my budget was approved, an opportunity to work with a fourth chain came up. I ran the numbers and thought our existing budget could cover the additional client.

"Unfortunately, that wasn't the case. We ran over budget and had to go to upper management for additional funding. We were able to find it, but management was unhappy that I hadn't consulted them to the extent I should have and ran the risk of losing out on a potential client.

"Ultimately, it was a valuable experience in understanding when 'forgiveness, not permission' is appropriate. Given the gravity of the situation — with a potential client on the line — I saw that I should have looped management in earlier. Going forward, I was careful to identify instances where consultation was more important than initiative."

2. Tell me about a time you used your knowledge of your organization to get an idea or project approved.

Understanding the nuances of an organization is key to making sound decisions, exhibiting effective leadership, and getting buy-in from higher-ups and team members alike. An interviewer who asks this question wants to know that you're willing and able to quickly learn the ropes at their company and incisively apply that knowledge to set projects in motion.

Again, the key to this kind of question is specificity. You don't want to vaguely allude to a time you "talked to the right person" to get your project approved. Approval is a process — touch on who you consulted, where they directed you, and who ultimately gave you the green light.

"One of my first projects at Inbound Construction Tech was implementing our solution for three regional fast food chains in the midwest. As I was getting things in motion, an opportunity to work with a fourth chain came up — but we didn't have budget allotted for an additional client.

"I recognized how big of an opportunity this fourth chain offered and decided to see if we could get approval for additional funds. First, I went to my manager and explained the value of adding this client. Once I got buy-in from her, I reached out to our finance department to see if we had the resources to accommodate this new chain.

"Once they told me that it was feasible, I put together a presentation touching on the hard results we could expect to see and the financial viability of the project as a whole. I had my manager put me in touch with upper management, gave my presentation, and ultimately got approval."

3. Tell me about a time you successfully leveraged industry knowledge to help see a project through.

This question is similar to the previous one — interviewers who ask it want to see if you can familiarize yourself with your industry and apply that knowledge effectively. It demonstrates you have the willingness and ability to learn, critical thinking skills, and the technical acumen to translate insight into hard results.

As with the previous two questions, you want to be as specific as possible when answering this one — and if the role you're applying for is in an industry where you have experience, make sure your answer is relevant to that space.

"When I was working at an edtech startup, I was responsible for selling our curriculum scheduling software to a community college in the Northeast. The school's administration was reluctant to move on from its legacy system, and it looked like they weren't going to budge.

"I'd worked with similar institutions in the area before, so I understood the main concerns most of the school's competitors were facing — namely, degree velocity — so I took a closer look at how long it was taking for the average student to get an associates degree at the college.

"That's how I pinned down the school's primary pain point. It took students an average of three years to get their associates as opposed to two — in large part due to difficulty surrounding getting into required courses.

"I tailored my efforts to address that trend — and that strategy resonated with the administration. We were ultimately able to close just a week after I gave my presentation stressing that issue."

1. How would you go about learning how an organization you were new to works?

This is essentially a more abstract version of the second question from the previous section. Interviewers who ask this question are trying to get a pulse on how you learn, how thoughtfully and effectively you can ask for guidance, your people skills, and your ability to take initiative in less-than-straightforward situations.

Answer this one by touching on a combination of previous experience and creative thinking. You can reference how you learned the ropes at a previous company, but you should also be mindful of the fact that every organization is different — make concrete references while showing you can also see the big picture.

"When I was learning the ropes at my previous organization, I started by touching base with my colleagues. I scheduled quick one-on-ones with them to get some insight into their experiences and how they work. I did the same with any higher-ups that were willing to meet with me.

"I also took time to find any available internal company literature that was relevant to my team — looking through the company wiki and other documents my department had made available.

"So ultimately, I would apply similar tactics to learn how this organization works — tapping those around me for their perspectives and taking the initiative to pore through available, relevant resources."

2. If you were to start a new department from scratch, what would be the first aspects you'd consider?

This question essentially gauges how well you understand how organizations work. It gives you the space to show you know how departments are most effectively structured — letting you show your management potential and ability to understand your place within an organization.

This is one of those questions that requires you to balance dynamic thinking with practicality. When answering something like this, you need to demonstrate that you understand the "bare bones" of how a department should be structured while also touching on elements that most candidates might not consider.

"If I were to start a department from scratch, I would focus on three main aspects: broader company goals, gaps in the company's current operations, and hiring. I would start by speaking with upper management about their long-term objectives — what they want to see both mission-wise and in terms of actual KPIs. That would give me perspective on what my department's role would be.

"I would also talk with them about any needs the company currently has that are going unfulfilled. If any of those gaps were relevant to what my department could potentially cover, I'd structure our operations around them as well.

"Finally, I would focus on hiring — getting people with the technical acumen and disposition necessary to buy into and build a new department. Taken together, those aspects would provide a solid base for a functional, productive department."

3. What would you do if a budget you proposed was rejected by upper management?

Interviewers ask this question to see how well you respond to criticism. They want to know you're not too stubborn or arrogant to take "no" for an answer and are willing to reflect on how you can do better. They also want to get a pulse on your adaptability — how well you can return to the drawing board with management's feedback in mind.

You want to demonstrate a combination of humility, initiative, and practicality with questions like these. Show that you're willing to accept and incorporate feedback — that you can hit a hitch in your plan, analyze what you might have gotten wrong, and ultimately put a more effective strategy together.

"If a budget of mine was rejected by upper management, I would start by asking for specific feedback as to what was wrong with it and how I could improve it. From there, I would go back to the drawing board.

"I would take upper management's insight and combine it with more pointed research on the company's financial situation, a closer look at how competitors might have structured similar projects, and some perspective on any other gaps management had touched on.

"I wouldn't take it personally — regardless of how sound I might have thought it was initially. I think handling this situation would be a matter of working with upper management within the confines of its bandwidth for something like this and building off that collaboration on my own until I put something more acceptable together."

1. What is the difference between profit and cash flow?

Questions like this are the most traditional kind of business acumen interview questions. Interviewers ask them to see whether you understand the nuts and bolts of the job — that you have the fundamental, technical knowledge required to carry out a role's responsibilities.

This one is pretty self-explanatory — you'd describe the difference between profit and cash flow. There's no need to get too fancy or "outside the box" when you get questions this straightforward.

"Profit refers to the amount of money a business has left over after paying all of its expenses, whereas cash flow refers to the net flow of cash in and out of a business."

2. What does a company's financial department typically do?

As with the previous point, interviewers are going to ask you a question like this to make sure you'll come into a role with the requisite knowledge to fulfill it effectively. It shows that your new organization won't have to hold your hand and guide you through the basics when you're hired.

Again, just answer a question like this plainly and confidently. They want to know you have the basic technical knowledge to fulfill your role — so give them a basic technical answer.

"The big picture answer: A finance department is responsible for obtaining and managing money for an organization — controlling income and expenditure to ensure a company operates as smoothly as possible.

"On a more granular level, finance departments handle responsibilities like bookkeeping, financial reporting, compliance, taxes, strategic planning, forecasting, budgeting, risk management, and some corporate development — among other activities."

As I mentioned at the beginning of this article, interviewers can't put too much stake in how you'll fit a team dynamic or company culture if you don't have the hard skills for the job.

That's why any job seeker should be prepared to answer business acumen interview questions — doing so effectively can be the difference between being another face in the crowd and a compelling candidate.

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Business Acumen For Rising Executives Online Course at Wharton

Business Acumen for Executives

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Build your cross-functional business acumen to improve your strategic impact

The era of siloed departments and divisions has been replaced by a new age of communication and collaboration that’s essential for businesses to maintain a competitive edge. It is vital for managers to understand how other functions operate — and how to work cross-functionally with them. The Business Acumen for Executives program will engage you in six key areas of business to develop your strategic management expertise. As a participant, this program will enable you to influence and interact more effectively across your organization and make better cross-functional decisions that drive growth.

of IT and business executives have a talent gap that is preventing business transformation.

SOURCE: Cisco

of IT and business executives rank business acumen as their top skill gap, and no other skill gap comes close.

of businesses responding to a recent study said managers and executives lacking business acumen had a high impact on their business.

SOURCE: Society for Human Resources Management

Key takeaways.

Your management playbook serves as a personal guide to your continuous development as a leader. Throughout the program, you’ll use your playbook to complete activities within each module and reflect on your learning. At the end of the program, your playbook can act as a reference on the primary functions of a business and how they intersect by learning how to:

  • Apply strategic management principles to improve organizational success
  • Use financial reports and financial tools to make informed decisions for your organization
  • Develop strategies for attracting, hiring, retaining, and developing talent
  • Analyze the customer experience to develop marketing strategies
  • Utilize data analytics and AI to make informed decisions

Who Is This Program For?

  • Experienced senior managers with functional expertise who are seeking to develop wider general management and business leadership skills
  • Aspiring managers looking to learn foundational business management essentials to advance their careers or upskill with a reputable online certificate
  • Entrepreneurs who want to extend their core business knowledge and drive growth

Program Modules

What makes some organizations more successful than others, and how do organizations create competitive advantage? Explore the common elements that drive successful business and competitive strategies.

Get an introduction to finance and accounting for managers — from learning to evaluate financial statements to understanding how organizations make investment decisions — and the link between strategic decision making and finance.

Recognize the importance of building a strategy and aligning management around it to attract, develop, and retain top talent, with a constant eye on maintaining diversity in your organization.

Gain a deeper understanding of customers and the consumer decision-making processes, as well as how the consumer experience and customer journey are managed.

Discover what is possible with big data, analytics, machine learning, and AI, and learn how descriptive, predictive, and prescriptive analytics approaches can inform business decisions and automate processes in organizations.

Understand yourself as a leader, identify your unique leadership style, and develop personal leadership skills essential to growth, such as negotiation and influence, effective communication, team building, creating and leveraging networks, and building executive presence.

Program Experience

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Delve deep into the psyche of consumer decision-making process and customer journey through industry examples of renowned organizations including

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Claudine Gartenberg Assistant Professor of Management Claudine Gartenberg is an assistant professor of management at the Wharton School of the University of Pennsylvania. Her research focuses on corporate purpose and pay inequality and the implications of both for business strategy and competitiveness... More info
Richard Lambert Miller-Sherrerd Professor; Professor of Accounting Professor Lambert’s research examines topics in financial and managerial accounting. In particular, he explores how information is related to the cost of capital in organizations and how they use information for performance evaluation... More info
Michael Roberts William H. Lawrence Professor; Professor of Finance Michael R. Roberts is the William H. Lawrence Professor and a professor of finance at the Wharton School of the University of Pennsylvania, a research associate of the National Bureau of Economic Research, and an affiliate of the Institute for Law and Economics and the Wharton Financial Institutions Center at the University of Pennsylvania... More info
Matthew Bidwell Xingmei Zhang and Yongge Dai Professor; Professor of Management Professor Bidwell’s research examines new patterns in careers and employment, focusing on causes and effects of more short-term, market-oriented employment relationships. He is particularly interested in the different kinds of career paths that people take in the modern labor market... More info
Raghu Iyengar Miers-Busch, W’1885 Professor, Professor of Marketing, Faculty Director, Wharton Customer Analytics Methodologically, he has developed novel consumer-demand models that capture the effect of multi-part pricing tariffs in a theoretically meaningful way. In the area of social networks, he has investigated how and why such influence may be at work... More info
Andrew Carton Associate Professor of Management Professor Andrew Carton studies how leaders manage conflict and empower their employees by establishing a common purpose. He pays special attention to psycholinguistics—the properties of language that people find especially meaningful, impactful, and memorable... More info
Claudine Gartenberg Assistant Professor of Management Claudine Gartenberg is an assistant professor of management at the Wharton School of the University of Pennsylvania. Her research focuses on corporate purpose and pay inequality and the implications of both for business strategy and competitiveness. Her work has been published in top academic journals, including Management Science, Organization Science, and Strategic Management Journal . She is an associate editor at Management Science and serves on the editorial boards of Strategic Management Journal and Strategy Science . Professor Gartenberg received a BA with honors in physics from Harvard College and a DBA and MBA from Harvard Business School, where she graduated as a Baker Scholar and received the Wyss Award for best doctoral research. She joins Wharton from the faculty of NYU Stern School. Prior to joining academia, she was an account manager at a business consulting organization, working with clientssuch as PG&E, Chevron, Hallmark Cards, Wells Fargo, and Bank of America.
Richard Lambert Miller-Sherrerd Professor; Professor of Accounting Professor Lambert’s research examines topics in financial and managerial accounting. In particular, he explores how information is related to the cost of capital in organizations and how they use information for performance evaluation. His articles have appeared in The Accounting Review, Journal of Accounting Research, Journal of Accounting and Economics, Rand Journal of Economics, and Strategic Management Journal . He teaches an elective course in financial reporting in both the MBA and WEMBA programs, the core financial accounting class in the WEMBA program, and seminars in the doctoral program. He also teaches in various executive education programs. He is the recipient of several teaching awards. He previously taught at the Kellogg School at Northwestern University and the Graduate School of Business at Stanford University. He received a PhD from Stanford University in 1982, an MS in statistics from Stanford in 1980, and a BEE in electrical engineering from the Georgia Institute of Technology in 1977.
Michael Roberts William H. Lawrence Professor; Professor of Finance Michael R. Roberts is the William H. Lawrence Professor and a professor of finance at the Wharton School of the University of Pennsylvania, a research associate of the National Bureau of Economic Research, and an affiliate of the Institute for Law and Economics and the Wharton Financial Institutions Center at the University of Pennsylvania. He also founded and heads the Wharton Financial Analytics initiative. Professor Roberts’ research spans corporate finance, banking, and investments. His recent work has examined equity pricing anomalies, collateralized loan obligation (CLO) performance, and machine learning in investment banking. His research has received several awards, including two Brattle Prizes for Distinguished Paper published in the Journal of Finance ; a Jensen Prize for best paper on Corporate Finance and Organizations published in the Journal of Financial Economics ; and Best Paper awards from the Financial Management Association, Southwestern Finance Association, Rodney L. White Center for Financial Research, and Jacobs-Levy Equity Management Center for Quantitative Financial Research. He has served on numerous journal editorial boards, including the Journal of Finance , of which he was a co-editor.
Matthew Bidwell Xingmei Zhang and Yongge Dai Professor; Professor of Management Professor Bidwell’s research examines new patterns in careers and employment, focusing on causes and effects of more short-term, market-oriented employment relationships. He is particularly interested in the different kinds of career paths that people take in the modern labor market. His work has been published in a variety of academic journals and has been featured in the New York Times, Wall Street Journal and Financial Times . He has also been recognized with a Scholarly Achievement Award from the Academy of Management Human Resources Division, the John T. Dunlop Outstanding Scholar Award from the Labor and Employment Association, and the Scholarly Contribution Award from Administrative Science Quarterly . He has also won the Wharton Teaching Excellence Award several times. He has served as a senior editor at Organization Science and is currently a faculty co-director of the Wharton People Analytics Initiative and faculty director of the Wharton CHRO Program . He holds a PhD from the MIT Sloan School, an SM in political science from MIT, and an MChem from Oxford.
Raghu Iyengar Miers-Busch, W’1885 Professor, Professor of Marketing, Faculty Director, Wharton Customer Analytics Methodologically, he has developed novel consumer-demand models that capture the effect of multi-part pricing tariffs in a theoretically meaningful way. In the area of social networks, he has investigated how and why such influence may be at work. Across several studies, he has identified the underlying mechanisms, such as awareness, social learning, or social normative pressure, that may be at work in different contexts. His current research focuses on how subscription programs change future customer behavior. His research has been published or is forthcoming in Journal of Marketing Research and Marketing Science . He serves on the editorial boards of Journal of Marketing Research, Marketing Science, and the International Journal of Research in Marketing . His teaching interests are in the area of marketing analytics. He earned his PhD from Columbia University and his undergraduate degree from IIT Kanpur, India
Andrew Carton Associate Professor of Management Professor Andrew Carton studies how leaders manage conflict and empower their employees by establishing a common purpose. He pays special attention to psycholinguistics—the properties of language that people find especially meaningful, impactful, and memorable. He has taught courses on leadership, negotiations, ethics, and managing change. He loves math and emphasizes insights that are backed by clear evidence. His research is focused on organizational leadership and, in particular, why leaders sometimes take actions that backfire (for example, attempting to resolve conflict but then inadvertently escalating it), as well as how leaders can avoid these unintended consequences.

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  • Apr 8, 2022

Examples of Strong Business Acumen

Business Acumen Newspaper

Strong Business Acumen Example #1 :

So, what are some examples of good business acumen ? I think there are a lot of examples of business acumen , but let me share a few.

Those people who can take a good idea and translate that into the economic value of that idea, to the company. And not just being able to frame the idea in the financial and business implications of that idea, but also how to tactically drive that idea forward to execution. In fact, I heard this quote "strategy is for amateurs, execution is for professionals." So having an idea being able to execute on that but being able to see the financial and business and strategic impact of the company, from that idea, I think is a great example of business acumen.

Strong Business Acumen Example #2

Another one is when you make ideas come to life, how does that look in relative terms to the industry you’re in. How does that give you a competitive advantage? What does that do in relative terms to your competition? Being able to frame these ideas through the lens of that broader business model that you operate within I think is vital to elevate the credibility of your business ideas.

Strong Business Acumen Example #3

One other thing I would argue is also when you think about your impact on the financials. Your impact and what it does to the profitability of the company, what it does to contribute to the cash flow of the company, what it does to help you grow and expand and drive market share and drive faster speed to market with the products and services you develop. These all have a financial impact. Those that have good business acumen can translate ideas and decisions and actions into proof points, or data, that impact the company positively in the direction the company wants to be going.

Strong Business Acumen Example #4

In the classroom, I’ve seen several things play out that really have an impact. We work with a lot of commercial teams globally who sell to big companies. We’ve found that those sales teams that spend the time reading their customer's letters to shareholders, listening to their analyst calls , looking at the financial trends of their customers, and then aligning their solutions in that language using the metrics that their customers are using, have a much better close rate, much deeper revenue per account, much deeper profit per account when they are speaking the language of the customers and then aligning their solutions to it.

Strong Business Acumen Example #5

Other things we’ve seen are more operational teams who are looking for ways to optimize. They are looking for ways where they can standardize or centralize certain things. Their ability to speed up decision making, their ability to eliminate redundancies, also the opportunity to work cross-functionally, and more collaboratively, have allowed in multiple instances, decisions around delayer certain decisions, and make better design decisions as they start to operate across different functions. And in the classroom, we’re given a great opportunity to cross-collaborate and ideate on different things that are happening to help drive down costs in the business, without compromising quality and speed to market.

So, you see these different examples of commercial teams driving value to customers as well as operational teams who are driving a better operating model to drive down cost. Both of those examples have a great contribution not just to the company's performance but also to the customers that you serve.

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Building Business Acumen

Aug 07, 2014

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Building Business Acumen. Building Business Acumen. What is Business Acumen?. …the ability to make good business decisions in a timely manner with an understanding of how the decision should impact the business. 3. Business is Tough!. Only 5-10% of business start-ups survive past 5 years.

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Presentation Transcript

Building Business Acumen Building Business Acumen

What is Business Acumen? …the ability to make good business decisions in a timely manner with an understanding of how the decision should impact the business. 3

Business is Tough! • Only 5-10% of business start-ups survive past 5 years. • 14% of CEOs lose their job every year. • Booz & Co. • 70% of merger and acquisition activity do not live • up to expectation. Wall Street Journal 2007 5

Business Acumen Every business must focus on fivebusinessdrivers. • If they do, they will be successful. • If they don’t, they’ll fail. 4

Defining Cash Definition What is required to grow and maintain the business. Measures Cash – the bills and coins in the register, petty cash, and cash in the bank. Also includes cash equivalents, like CD’s and other highly liquid investments, that easily convert into cash within 90 days. Cash Flow – The cash generation from core business activities calculated from the difference between the cash that flows into and out of the business in a given period of time (month, quarter, annual) 8

Cash & Cash Flow Pay off debt Invest it Spend it Save it 9

How to Obtain Cash ProCon • Earn it • Cash from Operations • Sell Assets • Cash from Investing • Borrow it • Cash from Financing No Cost Immediate Immediate Time Reduce Assets Cost (Interest) Can a company have too much Cash? How much is too much/little? 9

How Much Cash? • A company should have sufficient cash to cover… • their interest • expenses • capital expenditures • take advantage of opportunities • plus a little for emergencies Top Uses of Cash for Corporations • Dividend Pay-outs • Stock Buy-backs • Mergers & Acquisitions (M&A) • Research & Development (R&D) • Capital Expenditures (CAPEX) • Cash Balance Increase 9

Benchmark Cash S&P 500 Average 6% 24% 9% 5% 18% 33%

Cash Review Define Cash Driver What is required to grow and maintain the business. 2. Measures of Cash 1. Cash – easily converted in 90 days or less to cash. 2. Cash Flow – Difference of cash in and cash out over a given period of time. 3. Importance of Cash Driver - Sufficient to run business - Enhance shareholder value - Improve attractiveness to suppliers and customers. Benchmark the numbers 200820092010 Revenue $762 M $565 M $584 M Cash $34 M $49 M $140 M 9

Defining Profit Definition What is left over after you have subtracted expenses. Can be expressed in dollars ($) or percent (%). Measures Gross Profit / Gross Profit Margin – Profit after Cost of Goods Sold (COGS) have been subtracted from sales. Earnings Before Interest Tax Depreciation & Amortization (EBITDA) – Reflects controllable earnings. Net Profit / Net Profit Margin – Profit after all expenses have been subtracted from sales. 10

Sale Price: $1.00 Water - $ .04 Label - $ .10COGS Bottle & cap - $ .11 Packaging (Direct Labor) - $ .15 Total: ($ .40) $1.00 - $.40 = $.60 = 60% Gross Profit Rent - $ .03 Salaries, Gen, Admin. - $ .10 Marketing - $ .07 Shipping - $ .15 Total: ($.35) $1.00 - $.40 - $.35 = $.25 = 25% EBITDA Depreciation / Amorit. - $.02 Interest & Tax - $.12 Total: ($.14) $1.00- $.40 - $.35 - $.14 = $ .11 = 11% Net Profit Life Spring Artesian Water

High Profit Companies 24% 33% 32.7%

Low Profit Companies 7.9% 3.9% 1.4%

Benchmark Profit S&P 500 Average Net Margin 11% 11

Profit Review Define Profit Driver What is left over after you have subtracted expenses. Can be expressed in dollars ($) or percent (%). 2. Measures of Profit 1. EBITDA (Margin) – subtract COGS & SG&A 2. Net Profit (Margin) – subtract all expenses 3. Importance of Profit Driver - Net Profit is one of the most important #’s for the business. - Indicates price strength - Identifies ability to manage costs Benchmark the numbers 200820092010 EBITDA $39 M $70 M $80 M Net Profit 1.5% 9.0% 11.4% 11

Defining Assets Definition What we have and how well we use what we have. Asset Strength – the ability to remain viable during ups and downs in the marketplace. Asset Utilization – the ability to efficiently and effectively use assets to generate profits. Measures Return on Assets (ROA) – Percent value of Net Profit to Total Assets. Revenue per Employee - Company efficiency measure that reflects employee count and revenues. 12

Benchmark Assets S&P 500 Average ROA 6% 13

Assets Review Define Asset Driver What we have and how well we use what we have. 2. Measures of Asset 1. ROA – Percent value of Net Profit to Total Assets. 2. Revenue per Employee – Company efficiency measure that reflects employee count and revenues. 3. Importance of Asset Driver - Demonstrates ability to work smarter rather than harder. - Indicates company invests in “right” assets - Indication of execution & efficiency Benchmark the numbers 200820092010 Rev./Employee $378k $354k $352k 13

Defining Growth Definition The ability to increase year over year, quarter over quarter, and/or month over month. “In today’s business world, no growth means lagging behind in a world that grows every day…” “Investors expect it, employees are energized by it, customers are generally attracted to it and executives are measured by it.” Measures Revenue Growth – Top-line Sales/Revenues increase. EBITDA Growth – ‘Controllable’ Profit increase. Net Profit Growth – Bottom-line / Profit increase. 14

Facing Rapid Decline • Best & brightest leave first. • Productivity goes down. • Morale goes down. • Costs are cut, which limits ability to grow, • company becomes less profitable. Studies Show: It usually takes 4 or 5 years for the company to recover.

Facing Rapid Growth • Attracts/Retains the best & brightest! • Productivity goes up = more profit = more • cash = more ability to grow! • Morale is high. • You have the ability to grow in your career! • Growth gets more time & attention than any of the 5 elements in a public company.

Growth in Action “Our brilliance is not retail. It’s our IT!”

Benchmark Growth 15

Growth Review Define Growth Driver The ability to increase year over year, quarter over quarter, and/or month over month. 2. Measures of Growth 1. Revenue Growth – Top-line Sales/Revenues increase. 2. Net Income Growth – Bottom-line / Profit increase. 3. Cost of Capital – Opportunity cost of funds deployed in an investment. Define Growth Driver The ability to increase year over year, quarter over quarter, and/or month over month. 2. Measures of Growth 1. Revenue Growth – Top-line Sales/Revenues increase. 2. EBITDA – ‘Controllable’ Profits increase 3. Net Profit Growth – Bottom-line / Profit increase. Benchmark the numbers 20092010 Sales Growth -25.9% 3.4% EBITDA Growth 78.34% 14.24% Net Profit Growth 363.09% 30.05% 3. Importance of Growth Driver “Investors expect it, employees are energized by it, customers are generally attracted to it and executives are measured by it.” 15

Defining People Definition The External Customer, Vendor/Re-seller, or Internal Customer that has the ability to impact the success of the business. Measures Expressions of Interest (EOI) – The number of times a visitor clicks on a listing. Net Promoter Score (NPS) – Customer Care Satisfaction score. 16

Failing to Anticipate Customer What companies have failed to anticipate customer expectations? What were the results? What limits companies from anticipating their customers’ wants and needs?

Benchmark People Our NPS – 2011 73%. 2010 Net Promoter Scores – USAA = 81%, Apple = 78%, Facebook = 65%, Google = 63% 17

People Review Define People Driver The External Customer, Vendor/Re-seller, or Internal Customer that has the ability to impact the success of the business.. 2. Measures of People 1. Expressions of Interest (EOI) – The number of times a visitor clicks on a listing. 2. Net Promoter Score (NPS) – Customer Care Satisfaction score. Importance of People Driver - Without People, then what happens? - Anticipate and then exceed expectations. - Customer service is for everyone; Internal, External, Vendors. Benchmark the numbers 200820092010 EOI 236.3M 261.9M 285.5M NPS 62% 71% 77% 17

5 Business Drivers Can you ignore any of these over time and still be successful? Can our clients ignore any of these over time and still be successful? 18

Demystifying the Annual Report The Annual Report & Financial Statements Letter to the Share Holders: Identify which drivers are being focused on. Understand the strategic goal(s) Financial Statements: Identify the equation. Recognize the purpose of the statement. Locate the key numbers/measures. How do I impact each statement? CAN YOU READ THIS? 21

Letter to the Share Holders 22

Equation: Revenue – Expenses = Profit Purpose: Identify Profitability Total Revenue Top-line Cost of Revenue - Cost of Goods Sold (COGS) Gross Margin $60,650 / $123,018 = 49.3% Operating Profit Operating Income EBIT Net Margin $12,535 / $123,018 = 10.2% Net Profit Net Income Bottom-line 24

Equation: Assets = Liabilities + Equity Purpose: Financial Strength Most Liquid Least Liquid (1yr.) Current Ratio Current Assets / Current Liabilities 24,334 / 36,705 = .663 Equity Ratio Total Equity / Total Assets $101,900 / $268,752 = 38% 26

Equation: Cash from Operations +/- Cash from Investing +/- Cash from Financing = Net Change in Cash Purpose: Cash Management Earn It (Core Business) Sell Assets Borrow It 28

140 584 66 66 584 11.38 584 503 80.37 584 1658 .352 565 584 3.4 66 51 30.0 80.37 70.35 14.2 285.5 77% 35

Locating Financial Information • Web Sites: • www.nasdaq.com • www.reuters.com • www.yahoo.com • www.finance.google.com • www.hoovers.com • www.smartmoney.com 55

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Because We Dare: 2021 Annual Report

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In 2021, we celebrated two decades of impact – forging solutions that offer dignity and opportunity for hundreds of millions of low-income people.

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2021 was Acumen’s 20th year of tackling the world’s toughest challenges of poverty. Our 2021 Annual report highlights our achievements so far and the work that still remains to be done. In this report you will find:

  • A summary of our patient capital report, “Investing as a Means,” that analyzed the successes and failures of 20 years of philanthropic investment.
  • A portfolio update of our $146 million of philanthropic investments and $156 million in our for-profit impact funds.
  • An important summary of the conclusion of our Pioneer Energy Investment Initiative, which funded early stage energy investments in India, East Africa, West Africa and Latin America; it leveraged and raised an additional $128.3 million since it began in 2017.
  • Updates on our leadership programs and accelerators including the announcement of a new community of social entrepreneurs and ‘builders’ called The Foundry.

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Executive Assistant (Hybrid OR Remote)

Dresher , pennsylvania.

  • Dresher, Pennsylvania
  • Opening on: May 23 2024

We have an exceptional opportunity for an individual to provide administrative support for two senior-level executives.   We are looking  for someone that can bring more to the role than just the traditional management of:  calendars, emails, travel and expenses.   While these are significant functions of the role, there is opportunity for the right candidate who has a good business acumen that has demonstrated expertise in PowerPoint presentations.  Specifically, the gathering of information, analyzing data, make recommendations, etc. In addition, partnering with the executives for administrative projects critical to their business. The role frequently involves accessing highly confidential information and files, and communicating with contacts at all levels within the organization, industry, and community. The successful candidate will have an understanding of the roles they will support, as well as the operations and procedures of the department and organization.

Position can be either Hybrid to Dresher, PA (if located near Dresher) or Remote not located locally.

Responsibilities:

  • This position will assume responsibility for completing complex administrative projects and resolving complex support issues. Includes managing administrative projects/tasks.
  • Manages executives calendars and office reservations.
  • Schedules appointments and coordinates arrangements for meetings, conferences and travel.  Handles any technology needs related to these meetings.
  • Prepares letters and memoranda for review including editing grammar, punctuation and spelling. Ensures internal consistency and conformance with Ascensus standards.
  • Produces a variety of correspondence, reports, and presentations
  • Prepares PowerPoint presentations - gathers, summarizes information, data and edits relative to gained knowledge of the business.
  • Organizes and expedites flow of work and initiates any follow-up action.
  • Handles all travel and prepares expense reports.
  • Organizes and maintains files of correspondence and records, following up on pending matters.
  • Responsible for protecting, securing, and proper handling of all confidential data held by Ascensus to ensure against unauthorized access, improper transmission, and/or unapproved disclosure of information that could result in harm to Ascensus or our clients.
  • Our I-Client service philosophy and our Core Values of People Matter, Quality First and Integrity Always® should be visible in your actions on a day to day basis showing your support of our organizational culture.
  • Assist with other tasks and projects as assigned

Requirements:

  • Ten years or more of experience in executive level administrative support.
  • Strong verbal communication skills to regularly assume a broad variety of complex administrative duties without detailed oversight.
  • Work with confidential and sensitive information.
  • Ability to analyze complex administrative details, establishing filing systems and assembling reports containing data from several sources.
  • Respond to questions or requests of important callers.
  • Thorough knowledge of office technologies including all MS software applications.
  • Requires a high degree of independent judgment and discretion.
  • The ability to meet multiple and concurrent deadlines.

Be aware of employment fraud. All email communications from Ascensus or its hiring managers originate from @ascensus.com or @futureplan.com email addresses. We will never ask you for payment or require you to purchase any equipment. If you are suspicious or unsure about validity of a job posting, we strongly encourage you to apply directly through our website.

For all virtual remote positions, in order to ensure associates can effectively perform their job duties with no distractions, we require an uninterrupted virtual work space and there is also an expectation of family care being in place during business hours. Additionally, there is an internet work speed requirement of 25 MBps or better for individual use. If more than one person is utilizing the same internet connection in the same household or building, then a stronger connection is required. If you are unsure of your internet speed, please check with your service provider. Note: For call center roles specifically, it is a requirement to either hardwire your equipment directly to the internet router or ensure your workstation is in close proximity to the router. Please ensure that you are able to meet these expectations before applying.

At Ascensus, we aspire to make a difference for others. We are a technology-enabled services company that helps people save for a better future through our network of institutional, financial advisor, and state partners. Our culture is guided by sound principles, is committed to high standards, operates with transparency, and welcomes diversity—housed within our Core Values: People Matter. Quality First. Integrity Always.®

Ascensus provides equal employment opportunities to all associates and applicants for employment without regard to ancestry, race, color, religion, sex, (including pregnancy, childbirth, breastfeeding and/or related medical conditions), gender, gender identity, gender expression, national origin, age, physical or mental disability, medical condition (including cancer and genetic characteristics), marital status, military or veteran status, genetic information, sexual orientation, criminal conviction record or any other protected category in accordance with applicable federal, state, or local laws (“Protected Status”).

By providing my contact information to Ascensus, I agree that Ascensus or its service providers may email, call or send me text messages about career related opportunities.  I acknowledge that listing my cell phone number is not a condition of receiving any career updates.  By listing my cell phone number, I certify that it is accurate and that I own the rights to give consent to text the number provided.  Message and data rates may apply. For more information about Ascensus’ data privacy practices, please visit our Privacy Management page .

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Senior business systems analyst resume.

  • Business Analyst focusing on understanding business logic, identifying requirements and determining solutions to business processes based on complex software projects, business process improvement, strategic planning and policy development.
  • Strong business acumen, strategic thinking, interpersonal and presentation skills, adept at creating, editing, and coordinating extensive communication workshops, and technical walkthrough sessions.
  • Have demonstrated proficiency in areas of Project management, Technical and Analytical support and in applying and implementing Waterfall, Hybrid, & Agile (SCRUM) Software Development Life Cycle (SDLC)methodologies along with Salesforce configuration.
  • In - depth knowledge of system development life-cycle, project planning techniques and information modeling techniques
  • Worked closely with Business to define and document business needs, requirements, processes, and data needs, using various requirements gathering techniques including but not limited to, requirement gathering walkthrough session, one on one interviews, JAD sessions, brainstorming, and wire framing
  • Experienced in documenting Business Requirements, and converting these Business Requirements into Functional Requirements using different techniques.
  • Extensive experience in writing Business Requirements Document (BRD), Functional Requirement Document (FRD), Behavior Diagrams (Sequence, Collaboration, Class diagrams and Activity diagrams), based on UML methodology and other functional deliverables on a project.
  • Managed agile framework artifacts such as: Product Backlog, Sprint Backlog, Created User Stories, Acceptance Criteria and UML Diagrams.
  • Assisted Development team to ensure the quality of the project and worked with IT teams for gathering estimates, and leading project status meetings.
  • Worked closely with stakeholders to determine the priority of specific requirements based on their value to the business.
  • Worked directly with Salesforce as an administrator, and configured Salesforce per client needs.

TECHNICAL SKILLS

  • Waterfall and Agile
  • Requirement Elicitation
  • UML Diagrams etc.
  • Microsoft Office Tools
  • VisualForce

PROFESSIONAL EXPERIENCE

Confidential

Senior Business Systems Analyst

Responsibilities:

  • Designed and developed use cases, activity diagrams, and sequence diagrams.
  • Conducted user interviews, gathered requirements, and analyzed the business requirements. Performed extensive GAP analysis, Data Analysis, Data Requirement Analysis and Data Mapping.
  • Assisted with User Acceptance Testing, developed and maintained quality procedures ensuring that appropriate documentation is in place.
  • Worked with gathering information from the initial Change Requests, initial user stories, and meeting notes and converting them into a User Story document; updated and created Process flows.
  • Worked with the users to finalize the user stories and gather their approval; participated in the grooming meetings to breakdown the work items into testable units.

Business Analyst/ Salesforce Consultant

  • Projects are implemented on the Agile framework.
  • Working directly as a Salesforce configuration administrator in production and testing environments
  • Function as the primary liaison between the business client, operations, and technical areas throughout the project life cycle.
  • Conduct requirements gathering and analysis by conducting walkthrough sessions and other elicitation techniques such as creating surveys and questionnaires.
  • Communicate and report to managers from all levels and aspects of the business.
  • Develop examples to explain/demonstrate business requirements/specifications to the technical teams.
  • Create process models, specifications, diagrams and charts to translate conceptual user requirements into functional requirements in a clear manner that is comprehensible to developers/project team.
  • Work on multiple projects through their SDLC, from requirements gathering through to implementation, while clarifying requirements for technology team.
  • Provided stakeholders feedback and recommendation on enhancements based on industry standards and system capabilities.
  • Collaborated with development, architecture and stakeholders to deliver quality products.
  • Track and communicate project status to all levels of leadership and project teams.

Business Process/Operations Analyst

  • Projects were implemented using Waterfall framework.
  • Created Waterfall documents including: BRD, FRD, UML Diagrams, Project Plans
  • Served as the PMO representative and liaison between multiple departments throughout the project lifecycle.
  • Gathered both high level and functional requirements through walkthrough sessions and other elicitation techniques.
  • Conducted requirements gathering and analysis by conducting walkthrough sessions and other elicitation techniques such as creating surveys and questionnaires.
  • Worked with Team Leads in various departments to gather information on workflows to provide a comprehensive overview for current and future projects and processes.
  • Communicated and reported to managers from all levels and aspects of the business.
  • Created and updated detailed project plans using Microsoft Project
  • Created process models, specifications, diagrams and charts to translate conceptual user requirements into functional requirements in a clear manner that is comprehensible to developers/project team.
  • Worked on multiple projects through their SDLC, from requirements gathering through to implementation, while clarifying requirements for technology team.
  • Developed and delivered product presentations including process flows using MS Power Point, and MS Visio to development teams.

Business Analyst

  • Conducted user interviews, gathered requirements, and analyzed the requirements using Rational Rose, Visio and Requisite pro.
  • Performed extensive GAP analysis, Data Analysis, Data Requirement Analysis and Data Mapping.
  • Provided walk-through of User Stories, Mock Ups and User Acceptance Criteria to Development team, QA and Stakeholders during the work item Kick-Off Meetings.
  • Supported Development team & QA during the development and testing phase to define scope and communicate with the users in case of questions and to avoid scope creep.
  • Participated in the Project Retrospection to review the project and discuss learning and improvement areas.

We'd love your feedback!

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presentation on business acumen

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eCommerce Customer Research Analyst

Posted 21 May 2024

Burlington, Massachusetts - United States

Req Id 275248

Work Your Magic with us!  Start your next chapter and join MilliporeSigma.

Ready to explore, break barriers, and discover more? We know you’ve got big plans – so do we! Our colleagues across the globe love innovating with science and technology to enrich people’s lives with our solutions in Healthcare, Life Science, and Electronics. Together, we dream big and are passionate about caring for our rich mix of people, customers, patients, and planet. That's why we are always looking for curious minds that see themselves imagining the unimaginable with us.

This role does not offer sponsorship for work authorization. External applicants must be eligible to work in the US. 

The Customer Research Team in the Digital & eCommerce Customer Experience organization is seeking an experienced customer researcher and insights professional with a robust quantitative skillset and experience. In this role, you will partner with stakeholders to identify research needs – both responding to gaps they have identified and anticipating additional areas of research that would be beneficial for the business. Your primary responsibilities will include developing comprehensive and detailed research plans, conducting primary and secondary research with customers and the market, analyzing data for various disparate data sources, and developing reports with cohesive stories. The ideal candidate will be able to go beyond the data to identify and convey actionable insights and recommendations from the research that help meet business goals and objectives and improve the overall experience for our customers. Key accountabilities include:

Quantitative Research and Analysis:

  • Identify research needs through conversations with product owners, business partners, and business leads.
  • Identify appropriate methodologies to use to ensure that the research output delivers the desired value and impact.
  • Assess and utilize the appropriate data sources to develop cohesive and holistic analyses.
  • Conduct data modeling for effective data visualization and interpretation.
  • Analyze customer feedback data to identify areas for improvement across all touchpoints.
  • Recommend data-driven solutions to enhance customer satisfaction and brand loyalty.
  • Research and analyze the competitive landscape, identifying market trends, competitor strengths and weaknesses, and potential new market opportunities.

Team Building and Collaboration:

  • Work with the team to ensure interconnectedness of insights and identified opportunities, while building off already existing learnings.
  • Sharing best practices and identifying opportunities for improving the quant research process for the team.
  • Building relationships and working closely with cross functional partners to understand the business needs and partner objectives in detail.
  • Guide partners and stakeholders towards the best approach(es) to collect data to help shape the product, CX, and overall digital strategies.

Report Development, Communication, and Presentation:

  • Tailor content in reports at differing levels of detail and differing areas of focus for various audiences ranging from product managers to senior executives.
  • Develop impactful reports with compelling visuals that convey often complex data and results in an easy-to-understand manner.
  • Tell the story for what we learned, why it is important, and how we can improve our CX
  • Present learnings to the rest of the Customer Research team as well as business partners and senior business leaders.

Business Acumen and Curiosity:

  • Understand business objectives and design studies to discover current and prospective customers’ preferences, needs, and pain points.
  • Draft hypotheses to test based on understanding of the business and other research that has been completed.
  • Be curious and continue the ask the “why” behind results, especially those that are unexpected.
  • Anticipate challenges and gaps in understanding to proactively suggest studies and shape business team roadmaps.

Who you are:

Minimum Qualifications:

  • Bachelor’s Degree in Marketing, Economics, Engineering or other business discipline.
  • 5+ years of experience in marketing insights & strategy roles.
  • 1+ years of experience with survey administration tools (e.g., Qualtrics, Medallia, etc.) and survey data analysis tools (e.g., Q, Marketsight, Jump, SPSS, etc.).

Preferred Qualifications

  • Master’s Degree in Marketing or MBA.
  • Proficiency with commercial data analysis tools (e.g., Tableau, BI Tools, Palantir, Looker Studio, Big Query, etc.) for data processing, data modelling, and advanced data analysis to handle datasets of 30-100 million+ rows.
  • Experience with eCommerce and designing digital experiences.
  • Experience developing insights for multinational corporations within an enterprise-level direct to consumer or B2B landscape.
  • Experience analyzing Google analytics data to identify trends, conduct funnel analysis, and uncover growth opportunities.
  • Experience with detailed and complex quantitative analyses.
  • Ability to understand and adapt to different cultures and approaches for different markets / geographies.
  • Research agency or consulting background.
  • Proven track record of collaborating cross-functionally, educating, and influencing teams to achieve common goals.
  • Familiarity with qualitative research techniques.
  • Familiarity or experience with product management principles and working with product Researchteams.
  • A passion for innovation and a desire to get to the root cause (the why).
  • Experience with agile principles and execution.

What we offer: We are curious minds that come from a broad range of backgrounds, perspectives, and life experiences. We celebrate all dimensions of diversity and believe that it drives excellence and innovation, strengthening our ability to lead in science and technology. We are committed to creating access and opportunities for all to develop and grow at your own pace. Join us in building a culture of inclusion and belonging that impacts millions and empowers everyone to work their magic and champion human progress!   Apply now and become a part of our diverse team!

If you would like to know more about what diversity, equity, and inclusion means to us, please visit https://www.emdgroup.com/en/company/press-positions.html

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COMMENTS

  1. PDF The Three Critical Business Acumen Skills They Need Now

    Percentage of global leaders who report their businesses are stru ling to meet the pace of technological change.1. Organizations embrace flatter structures and faster decisions. The ratio of leaders to employees at fast-paced organizations with fewer management layers.2. Customers have more options than ever before.

  2. Business Acumen: 11 Core Skills You Need to Have to Increase Yours

    Important ones in this category as it pertains to business acumen are financial skills, strategic planning, analytical skills, and marketing skills. 3. Financial Skills. At the core of any organization is the ability to generate profit, which is why financial acumen is essential to have.

  3. Business Acumen Skills: Definition and Examples

    Business acumen skills are highly sought after by employers, especially when hiring individuals for leadership positions. As you prepare for an interview, have some examples ready so you can demonstrate your business acumen skills with real-life examples. Related: Powerful Business Acumen Development Ideas Examples of business acumen skills

  4. 9 Ways to Develop Business Acumen and Step into Leadership

    8. Context and situational awareness. Someone with business acumen knows how their actions affect the organization they work for in a variety of situations. They have the emotional intelligence to understand how team members feel about a given situation and are equipped to handle it accordingly.

  5. How to Develop Strong Business Acumen: A 2024 Guide

    Here are examples of these skills. 1. Ability to focus. In order to drive success for your team and your business, you must be able to sort through noise to focus on the items that make a ...

  6. The Complete Guide to Business Acumen Training

    How to Deliver Business Acumen Training. Business acumen training takes many forms — from workshops to online courses to mentorship programs. There's no one-size-fits-all approach. To pick the right program, consider the strengths and weaknesses of your team. Here are three common approaches to business acumen training. 1. Strategy Workshops

  7. 12 Easy Ways You Can Develop Business Acumen at Work

    You can cultivate certain business acumen through play. Action Step: Host a monthly board game night with friends or family and pick games that require strategic thinking. Have fun while subtly honing your skills. Here are a few to try: Cashflow: This business game was created by the Rich Dad Poor Dad franchise.

  8. PDF THE ULTIMATE BUSINESS ACUMEN GUIDE

    In many organizations, business acumen is a missing core competency. Individuals with-out a strong business acumen skill set are unable to understand how their actions impact the com-pany's profitability. They often struggle to articulate and execute on strategy. Here's how different types of employees benefit from having better business ...

  9. How to Leverage Business Acumen to Create a Future-ready Organization

    When employees comprehend the business's orientation, they're building a foundation for business acumen. Mindset. Mindset consists of the mental models and operational paradigms of employees. Most executives want their emerging leaders and managers to think strategically. However, a solid context is needed.

  10. How to Build Business Acumen Skills [Examples and Definition]

    These skills make up the main pillars of any holistic business education. Take the following list, for example, which covers the skills learned in brunchwork's Business Intensive mini-MBA course: • Strategy & Finance. • Pricing. • Web Development. • Communication & Presentation. • Sales & Influence. • Customer Research.

  11. Business Acumen: What It Is and How You Can Showcase It On ...

    Some important operations acumen skills that you can highlight in your resume include: Human capital management. Ability to identify technology trends and leverage them to drive innovation. Problem-solving abilities. Project management. Risk and opportunity assessment. Understanding of marketing dynamics. Communication and team-building abilities.

  12. Business Acumen: More Than Just Business Knowledge

    Business acumen is a key part of HR. Increasing proficiency in this competency will help increase the legitimacy of HR in the eyes of the business world. The sooner you do so, the better for your ...

  13. Business Acumen

    Business acumen is a combination of understanding and application. It is the ability to understand business situations and make decisions to navigate those situations successfully. Business acumen ...

  14. Business acumen slides

    4. Module Two: Seeing the Big Picture Business acumen requires an understanding of finance, strategy, and decision making. Most managers and employees, however, are responsible for specific areas, and they have little understanding of the impact their decisions have on other areas. Details create the big picture. Sanford I. Weill.

  15. Business Acumen Interview Questions: What They Are & How to Answer Them

    Business acumen interview questions tend to be more grounded and practical than other types of questions you might run into as a job-seeker. They're supposed to give you the space to demonstrate more technical business knowledge as opposed to insight into your personality, goals, or vision. ... gave my presentation, and ultimately got approval ...

  16. Business Acumen for Executives

    The Business Acumen for Executives program will engage you in six key areas of business to develop your strategic management expertise. As a participant, this program will enable you to influence and interact more effectively across your organization and make better cross-functional decisions that drive growth. 93%.

  17. Business Acumen PowerPoint and Google Slides Template

    Download our high-definition Business Acumen presentation template, exclusively designed for PowerPoint and Google Slides platforms, to describe the ability of a professional to understand business situations and issues and provide effective solutions. Usage.

  18. Examples of Strong Business Acumen

    Strong Business Acumen Example #4. In the classroom, I've seen several things play out that really have an impact. We work with a lot of commercial teams globally who sell to big companies. We've found that those sales teams that spend the time reading their customer's letters to shareholders, listening to their analyst calls, looking at ...

  19. Effective Presentations: Pitch Your Business Ideas

    Here's how you can pitch your business ideas effectively using presentations. Powered by AI and the LinkedIn community. 1. Know Your Audience. 2. Clear Value Proposition. 3. Engaging Story. 4.

  20. Business Acumen

    Business Acumen. Jul 18, 2016 •. 12 likes • 2,215 views. Workforce Group. Discover how you can improve your capabilities to deliver real value to your organisation. Business. 1 of 37. Business Acumen - Download as a PDF or view online for free.

  21. Business Acumen PowerPoint and Google Slides Template

    Keynote. Google Slides. Animation: Yes. Slide Formats. 16:9. 4:3. Business Acumen is a system that helps businesses in understanding and deciding a resolution on business situations. It is an entire process that enables you to understand how an organization operates, which will help you become a good entrepreneur or a team leader.

  22. PPT

    Presentation Transcript. Business is Tough! • Only 5-10% of business start-ups survive past 5 years. • 14% of CEOs lose their job every year. • Booz & Co. • 70% of merger and acquisition activity do not live • up to expectation. Wall Street Journal 2007 5.

  23. PMI Presentation: Business Acumen for Project Managers

    Interested in Getting the Presentation? Fill out the form below to enter . Business Acumen Institute is proud to be an Authorized Training Partner of Project Management Institute. ... Unlock your career potential with our expert guide to mastering business acumen. Learn how to develop this critical skill for lasting success and take your career ...

  24. Business Acumen PowerPoint Presentation and Slides

    Presenting this set of slides with name 3 Strategies For Building Business Acumen. This is a three stage process. The stages in this process are Red The Business Press, Expand Horizons With New Assignments, Customer Feedback. This is a completely editable PowerPoint presentation and is available for immediate download.

  25. May 2024 Business Acumen Blog

    May 28, 2024. In the last business acumen blog we described how DAU was improving DAU's most mature course concerning business acumen, called ACQ 315/315V "Understanding Industry", It now includes an award-winning simulation in the curriculum for most DAU regions. The simulation will be used as the Capstone Exercise at the end of the course.

  26. Acumen's 2021 Annual Report

    In 2021, we celebrated two decades of impact - forging solutions that offer dignity and opportunity for hundreds of millions of low-income people. 2021 was Acumen's 20th year of tackling the world's toughest challenges of poverty. Our 2021 Annual report highlights our achievements so far and the work that still remains to be done.

  27. Executive Assistant (Hybrid OR Remote)

    While these are significant functions of the role, there is opportunity for the right candidate who has a good business acumen that has demonstrated expertise in PowerPoint presentations. Specifically, the gathering of information, analyzing data, make recommendations, etc. In addition, partnering with the executives for administrative projects ...

  28. Senior Business Systems Analyst Resume

    Business Analyst focusing on understanding business logic, identifying requirements and determining solutions to business processes based on complex software projects, business process improvement, strategic planning and policy development. Strong business acumen, strategic thinking, interpersonal and presentation skills, adept at creating, editing, and coordinating extensive communication ...

  29. eCommerce Customer Research Analyst

    Business Acumen and Curiosity: Understand business objectives and design studies to discover current and prospective customers' preferences, needs, and pain points.Draft hypotheses to test based on understanding of the business and other research that has been completed.Be curious and continue the ask the "why" behind results, especially ...

  30. Vimal Kishor M.

    TA, T&D, L&D, Leadership Development, Compliance, Audit, IR, PMS, HRIS, Capability Management, HR Transformation · Graduate Mechanical Diploma +MBA with HR having the experience of 15+ yrs in the industry. (6+ Yrs with corporate and plant + 9 Consecutive yrs with consulting). Enterprising, diligent and energetic with effective human resources management combined with business acumen ...