The design and implementation of strategies, policies, plans, structures, and
governance measures that set the course for delivering sustainable value.
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Enabling Value
The implementation of strategy for achieving sustainable value, and the planning,
monitoring, and improvement of supporting processes.
x
Preserving Value
The protection of a sustainable value strategy against strategic and operational risks.
x
Reporting Value
The transparent communication of the delivery of sustainable value to stakeholders
and the general public.
x
Accounting
The functional knowledge and expertise of CMAs is grounded in accounting, and includes an
understanding of the internal and external forces that affect the financial numbers of an
organization. Specifically, CMAs harness accounting knowledge in support of considerations
such as revenue alternatives, cost management, and ultimately, the delivery of sustainable
value. Simply put, this pillar involves getting the numbers right.
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Strategy
CMAs serve as resources in formulating and implementing a corporate mission and vision and
as such, play an active part in ensuring that the organization delivers sustainable value by
balancing and influencing strategic factors. In sum, this pillar involves using both the numbers
and an awareness of internal and external forces to manage existing strategies and generate new
ones.
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Management
CMAs function as integral members of the management teams in their respective organizations,
and take an active role in achieving sustainable organizational goals. Consequently, they must
be able to manage people effectively, and also to understand, anticipate, and react to internal
and external forces. In short, this pillar involves using the right numbers to implement strategy
effectively.
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Become a CMA
Whether you're a recent university graduate, or you're already in the workforce or have your MBA, acquiring a CMA designation will benefit your career immensely. The need for Certified Management Accountants in the marketplace is stronger than ever as more companies turn to the holistic business viewpoint of the CMA to help them compete in this ever-changing world.
What's also inspiring for those entering the CMA program is the vast choice of industries to work in. More and more companies in fields from manufacturing to knowledge management to finance have CMAs working for them. Today's CMA has a unique opportunity to be a leader and be compensated generously, all the while working in an industry that inspires them. This is the perfect set of circumstances in which CMAs can create possibilities not only for their companies but also for themselves.
So how do you become a CMA? The path towards accreditation really depends on you. You will need a certain foundation of knowledge and experience to qualify.
CMA Competencies
In today's business environment success depends greatly on the harmony between accounting, management, and strategy. These being the three pillars of the CMA profession, it's no wonder why Certified Management Accountants are highly sought after by companies everywhere. CMAs have a set of competencies that are second to none.
These competencies are organized within the framework of creating, enabling, preserving, and reporting of sustainable value. These are what give CMAs their holistic approach to business and make the designation attractive to employers and candidates alike.
Click on the map image to learn more about the areas of the framework.
Creating Value
The design and implementation of strategies, policies, plans, structures, and
governance measures that set the course for delivering sustainable value.
Enabling Value
The implementation of strategy for achieving sustainable value, and the planning,
monitoring, and improvement of supporting processes.
Preserving Value
The protection of a sustainable value strategy against strategic and operational risks.
Reporting Value
The transparent communication of the delivery of sustainable value to stakeholders
and the general public.
Accounting
The functional knowledge and expertise of CMAs is grounded in accounting, and includes an
understanding of the internal and external forces that affect the financial numbers of an
organization. Specifically, CMAs harness accounting knowledge in support of considerations
such as revenue alternatives, cost management, and ultimately, the delivery of sustainable
value. Simply put, this pillar involves getting the numbers right.
Strategy
CMAs serve as resources in formulating and implementing a corporate mission and vision and
as such, play an active part in ensuring that the organization delivers sustainable value by
balancing and influencing strategic factors. In sum, this pillar involves using both the numbers
and an awareness of internal and external forces to manage existing strategies and generate new
ones.
Management
CMAs function as integral members of the management teams in their respective organizations,
and take an active role in achieving sustainable organizational goals. Consequently, they must
be able to manage people effectively, and also to understand, anticipate, and react to internal
and external forces. In short, this pillar involves using the right numbers to implement strategy
effectively.
CMA Stories
Creative films that explore the work of some inspiring CMAs.
Watch now and meet the people who are helping to shape business in Canada.
Atul Mahajan, CMA President & CEO
Oshawa Power & Utilities Corporation
> View Atul's Story
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Shawn Burns, CMA President & CEO
Carbon Credit Corp
> View Shawn's Story
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Rachel Cuthbert, CMA Business Intelligence Analyst
Aritzia LP
> View Rachel's Story
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Robert Thorsten, CMA VP, People & Patron Services
True North Sports & Entertainment Ltd
> View Robert's Story
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Elaine Lee, CMA Financial Analyst
LCBO
> View Elaine's Story
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Dan Clarke, CMA President
Helly Hansen Canada Ltd
> View Dan's Story
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George McClean, CMA Vice President & General Counsel
Acklands-Grainger Inc
Information Sessions