Program Director
Financial Analysis for Non-Financial Executives
Toshi Shibano is Program Director for Financial Analysis for Non-Financial Executives and is President of Strategic Financial Literacy, Inc., a firm that advances financial literacy in corporations. He is an Adjunct Professor at the Columbia Business School, a lecturer at the Center for Executive Education at the Haas School of Business, and a faculty member of the Advanced Financial Management Program at GE’s Corporate Leadership Development Center. He is an Independent Trustee and Audit Committee Chairperson of the Matthews Asian Funds. He has also served on the faculties at the Stanford Graduate School of Business, the University of Chicago Graduate School of Business, and the Haas School of Business at the University of California, Berkeley.
He received his M.B.A from the Haas School of Business and earned his Ph.D. from the Stanford University Graduate School of Business, earning the highest academic honors in both programs. After his Ph.D., he served on the faculty at the Haas School, where he was designated the KPMG Peat Marwick Foundation Faculty Fellow 1990-1995 for his research.
Prior to his graduate work, Dr. Shibano was founder and president of an architectural design and construction company. He brings his entrepreneurial experience and practical perspective into the classroom.
Consistently demonstrating teaching excellence, he earned an Outstanding Teacher Award at the Australian Graduate School of Business, the Earl F. Cheit Outstanding M.B.A. Teacher Award from the Haas School of Business, and twice the Best Professor of the Thunderbird Global MBA program. He has built a reputation with students and executives for his ability to bring life to the subjects of accounting, managerial control, and financial analysis.
Professor Shibano has extensive experience in executive education teaching in dozens of programs worldwide. He has developed innovative new programs in financial analysis, management control systems and strategy implementation. His courses cover topics such as strategic financial analysis, implementation of strategy Balanced Scorecard design, and strategic value creation.
He was the keynote speaker at the University of Chicago Hospital’s Conference on Implementing a Business Model in a Caring Environment, at a national All About Activity Based Management conference, and at a national Activity Based Management Conference.
Professor Shibano has published in the Journal of Accounting Research, the Journal of Accounting and Economics, Rand Journal of Economics, and the Journal of Applied Corporate Finance, on topics of strategic audit risk, accounting standard setting, international accounting standards, tax minimization, foreign currency risk management, and organizational structure. His current research interests include corporate disclosure standards, exchange rate risk management, management control systems and strategy implementation systems.
Professor Shibano has taught and consulted for governmental bodies, health care, consulting firms, and corporations, such as the State of California, University of Chicago Hospitals, Kaiser Permanente Foundation, KPMG Peat Marwick, Dun & Bradstreet, Decision Strategies, Acer, Bay Networks, Adobe Systems, Cypress Semiconductor, Acer Corporation, Genentech, BioRad, Applied Biosystems, Bristol-Myers Squibb, Pella Corporation, Knight Ridder Newspapers, Philadelphia Inquirer and Daily News, Field Container, Tenneco Corporation, Philips, and General Electric. His consulting engagements include implementation of activity-based costing, implementation of balanced scorecard performance measurement, and design of strategy implementation systems.
At General Electric, Dr. Shibano developed and delivered a program called "Controllership" to GE business leaders worldwide. The program trains GE managers on monitoring and mitigating business risks and on the design of internal control systems. Second, he developed and delivers a program called "Analyze", a week long program for General Electric’s finance professionals covering profitability analysis, pricing, strategic analysis, acquisition valuation, and productivity measurement. Thirdly, he developed and delivered a program called "Acquire," a week long program for General Electric’s finance and business development professionals covering acquisition industry screening, target selection, valuation, financial statement impact, price negotiations, due diligence, tax issues, and acquisition integration.
Dr. Shibano has contributed to the financial literacy of executives in the following programs:
General Electric: (GE programs in the US, China, India, Thailand, Australia, Mexico, Great Britain, and Italy)
- Analyze (one week course on GE strategic financial analysis)
- Controllership (three day course on managing GE business risks)
- Acquire (one week course on GE acquisitions start to finish)
- Advanced Business Course for Lawyers (finance for GE general counsels)
- New Lawyers Orientation (finance for new GE lawyers)
- Leading with Technology (finance for high potential GE engineers)
- China CFO Program (GE finance for CFOs of Chinese customers)
- Middle East CEO Program (GE finance for Middle East CEOs)
- Manager Development Course (GE finance for general managers)
- Finance for Directors (GE finance for directors)
- Leadership Essentials (GE finance for new non-financial staff)
- Orientation to GE Finance (GE finance for new finance staff)
University of California, Berkeley: (in the US, Hong Kong, Taiwan, and Finland)
- Financial Analysis for Non-Financial Executives (one week course on strategic financial analysis taught for the last 13 years)
- Berkeley Executive Program (financial systems that support strategy)
- Strategic Value Creation (financial systems that support strategy)
- Architecture of Implementation (financial systems that support strategy)
- Implementing Strategy (financial systems that support strategy)
- The Balanced Scorecard: A New Paradigm for Performance Measurement
Australian Graduate School of Management
- Enhancing Managerial Effectiveness Through Financial Analysis
Thunderbird Graduate School of International Management
- Igniting Change: Strategy Implementation
- Global Finance for Non-Financial Managers
- Strategic Finance and Accounting for Oil & Gas Leaders
- Finance, Accounting, and Control for the Oil & Gas Leader
Philips
- Building on Business Experience
- Advanced Management Seminar
Tenneco
- Implementing Activity-Based Costing at Case Corporation
Bristol-Myers Squibb
- Controllership
Genentech
- Financial Analysis for Non-Financial Executives.
- Implementing the Balanced Scorecard.
BioRad
- Financial Analysis for Non-Financial Executives
Applied Biosystems
- Four Factors of Strategy Implementation
Cypress Semiconductor
- Financial Analysis for Non-Financial Executives
Bay Networks
- Financial Analysis for Non-Financial Executives
Longs Drug
- Financial Analysis for Non-Financial Executives
Acer Corporation
- Four Factors of Strategy Implementation
- Acer CEO Forum
KPMG Peat Marwick
- Implementing Activity-Based Costing
Institute for Management Studies
- The DNA of Strategy Implementation: How World Class Companies Succeed.
- Strategy Implementation: Four Keys to Ensuring Success
University of Chicago Hospitals
- Implementing Business Strategies in a Caring Environment
Kaiser Foundation
- Financial Analysis for Non-Financial Executives
Gallo Wineries
- Financial Analysis for Non-Financial Executives
Dun & Bradstreet
- Financial Analysis for Non-Financial Executives
- The Balanced Scorecard: A New Paradigm for Performance Measurement
Knight Ridder Newspapers
- Four Factors of Strategy Implementation
Philadelphia Inquirer and Daily News
- Four Factors of Strategy Implementation
Field Container
- Four Factors of Strategy Implementation
Pella Corporation
- Four Factors of Strategy Implementation
DN Acorn Ltd., Singapore
- Financial Analysis for Non-Financial Executives
- Implementing Business Strategies in the 21st Century
