What past delegates say?

TESTIMONIALS

“Thank you for opening the door of corporate governance, as well as passing over so much knowledge of directors' duties and liabilities. I would not hesitate to recommend this course to my colleagues. “ 

CEO Investment Bank, UK

“An exhilarating 2 days. A great team and a lot of good thinking.”

Chief Executive, Leisure company, UAE

“Very professionally executed – thank you.” 

Chief Legal Officer, Defence company, UK

“Excellent again Seamus.  At last a facilitator who can engage the whole executive.“ 

Chairman, Trade Body, UK

“The feedback I received from the participants the other day is very positive.  As a result, we are planning to arrange another session for the new Directors.“ 

Secretary to the Board, Oil & Gas company, Qatar

"Professional delivery, highly relevant, and Seamus was credible. Thoroughly enjoyable."  

CEO, Food Production company, UK

"Looking forward to the follow-up session with the rest of the Board as I thought it was excellent!"   

MD, Leisure industry, Ireland

"Informative, good delivery, thought-provoking, but with suggested solutions.  Very enjoyable."  

Company Secretary, Housing company, UK

"Made manifest much of what was instinctive and as such has created a focus for me. Very thought provoking.  A very interesting man."

Chairman, Regional Body, UK

"Hugely knowledgeable, with a dry sense of humour!"  

Finance Director, Engineering company, UK

"I felt the sessions were extremely worthwhile. The feedback from the group was very positive and I hope that you will continue to work with us."   

Chief Executive Officer, National Governing Body, Ireland

Media Partners


Strategy & Risk Management for Board of Directors

This programme is only available on in-company basis. Please, contact us for more information

Course Description

Companies don't fail, boards do. It is the board’s responsibility, working with the executive team, to ensure that the company has the correct strategy in place, that the plan is executed well, and that risks to the delivery of the strategy are properly managed. Companies’ inability to manage these processes leads to well-documented cases of corporate decline and failure. 
 
The Strategy and Risk Programme explores the processes and systems associated with delivering high-quality strategy formulation, execution, and risk management to achieve the company’s objectives. Using case studies and drawing on delegates’ own experience, the workshop will examine how academic and management thinking has evolved in these critical areas of a company’s operations. 
 
By attending the Programme, delegates will be able to develop their thinking around the strategy and risk models in current business use, consider the practical implications for their company, and identify improvements which they can implement to increase the prospect of business success. 
 
You may be also interested in our Strategic Corporate Governance course on 1-2 Dec 2016 in London

What Will You Learn

 By the end of this very practical 2 day workshop you will:

  • Be able to define and set up a strategy best suited for your organisation
  • Clarify your company's vision, mission and values and build a strategy based around them
  • Explore the role of the board and management in setting up the direction and putting risk management framework in place
  • Learn how to successfully manage the strategy to ensure smooth business continuity
  • Define risk culture and appetite within your organisation and set up the best suited risk management framework

Main Topics Covered During This Training

  • Defining strategy and different strategic models
  • Defining vision, mission and values
  • Execution and key performance indicators
  • Achieving strategic success
  • Different approaches to risk and risk management
  • Principal risk management models
  • Defining risk appetite, tools and matrix
  • Internal audit and business continuity
  • Many international case studies

Who Should Attend

Board members including:

  • Chairmen
  • Directors – Executive and Non-Executive
  • CEOs & CFOs 
  • Company Secretaries & General Counsels

All senior directors and executives working closely alongside the board, including VPs, Directors and Heads of: 

  • Risk Management
  • Investor Relations
  • HR
  • Legal
  • Strategy
  • CSR
  • Communications & Corporate Affairs
  • Public Policy
  • Regulation & Compliance
  • Audit & Internal Control
  • Operations
 

In-Company, call us for more information

Strategy & Risk Management for Board of Directors Training Course

DAY ONE: STRATEGY 

MODULE ONE: Who is in charge of formulating strategy?

  • Defining strategy
  • The role of the board and management
  • Strategy as a process
  • Case study: The demise of Kodak (US Technology)

 

MODULE TWO: ‘If all you ever do is all you’ve ever done, then all you’ll ever get is all you’ve ever got’

  • The formulation of strategy
  • The management of strategy
  • Strategic models 
  • From purpose to strategy

 

MODULE THREE: ‘Culture eats strategy for breakfast’

  • Vision, mission and values
  • Culture
  • Reasons for strategic failure
  • Case study: How RBS became the world’s biggest failed bank (UK Financial Services)

 

MODULE FOUR: Hope for the best, plan for the worst

  • Optimising strategic delivery
  • Execution and key performance indicators
  • Achieving strategic success
  • Case study: Bayer’s transformation (German Life Sciences)

 

DAY TWO: MANAGING THE RISK

MODULE ONE: ‘Risquare’ to dare, to do (Latin)

  • Definition of risk
  • Definition of risk management 
  • Different approaches to risk and risk management
  • Principal risk management models
  • Case study: Enron and Arthur Andersen (US Energy Distribution and Global Professional Services)

 

MODULE TWO: ‘Risk is greatest when there is no perception of risk’

  • Risk culture 
  • Risk universe
  • Risk tolerance
  • Risk appetite

 

MODULE THREE: ‘Do what you can, where you are, with what you have’

  • Risk management tools
  • Risk matrix
  • Risk register
  • Risk responses
  • Case study: Société Générale (French Financial Services)

 

MODULE FOUR: ‘Problems cannot be solved at the same level of awareness that created them’

  • Internal control
  • Audit and assurance
  • Business continuity
  • New risks and the role of the board
Seamus operates as The Board Adviser, working with boards, directors and company secretaries to embed high-quality governance. He was formerly Policy Director at the Institute of Chartered Secretaries and Administrators (ICSA), the international qualifying and representative body for company secretaries and, prior to that, the Group Company Secretary and Director of Regulation at Anglian Water (later AWG) plc, and Head of Public Policy and Regulation at O2 plc (now Telefónica UK Limited). Originally a senior policy adviser in the UK government, he was Private Secretary to John Gummer MP, Secretary of State for the Environment, and John Prescott MP, Deputy Prime Minister. He has also served as an adviser to the French Government. 
 
Seamus has worked with boards and directors in the UK, the UAE, Qatar, Oman, Hong Kong China, India, Malaysia, South Africa and the Baltic States. He provides governance advisory services, including director training, induction and development, board effectiveness reviews, governance audits and board evaluation, and runs a Leadership Development Programme for company secretaries and other professionals whose work takes them into regular contact with boards and directors.  
 
Seamus has a BA (Hons) in Business Studies and French, a Masters of Business Administration from Henley Business School, and is an ICSA Fellow. 
Strategy & Risk Management for Board of Directors <div>Companies don't fail, boards do. It is the board&rsquo;s responsibility, working with the executive team, to ensure that the company has the correct strategy in place, that the plan is executed well, and that risks to the delivery of the strategy are properly managed. Companies&rsquo; inability to manage these processes leads to well-documented cases of corporate decline and failure.&nbsp;</d ... In-Company