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Corporate governance reform needed

Corporate governance has been reformed and improved, but recent evidence suggests there is more still  to do.

Financial Services

As Standard Chartered Bank and HSBC join Barclays in the rogues gallery of banks that have suffered severe failures of corporate governance, the reputation of commercial banks can, surely, only be recovered through fundamental reform of corporate governance rules, and the associated regulatory bodies for the financial services industry.

Other industries

Today’s revelation that Oracle Software will pay $2m (£1.27m) to settle federal civil charges of failing to prevent secret payments in its Indian sales operation and the recent fiasco here in the UK surrounding the inability of G4S to fulfil its contractual obligations to give security for the Olympic Games suggests that corporate governance issues extend to businesses in other industries beyond financial services.

Corporate governance regulation and culture

There have been number of actions in recent years that should have improved things. In the UK, for example, there have been changes to the regulatory bodies responsible for financial services, but the evidence suggests that there are too many cases of the FSA having to ‘cure’ problems and not having prevented the problems in the first place.
Our consulting experience tells us that, in many cases of systems failure, the cause can be attributed to lack of commitment of people to, in this case, the regulatory regime and, therefore, the principles underpinning it.
Cleaning up the behaviour of people inside businesses requires significant change to the culture of many corporations. The culture is informed by the values which, in young, small firms are set by the founder and in large, more mature corporations are set by the Board. In both cases, the existence of a culture that allows, or in extreme cases, condones bad practice is a failure of leadership.
Reinforcement of the standards expected by society can be addressed, at least partly, by fines and regulation. In this case, the failure of regulation could also be a failure of leadership which, in this case, means political leadership. However, as the financial and political strength of corporations grows alongside their international reach, political failings aren’t always attributable to political leaders. In many countries the ability of national regulation to control global businesses is severely limited.  This is often due to the relative political and economic weakness of small nation states relative to large, global corporations.
If we take banking as a defined segment of the financial services market, it might be time for national governments to recognise that co-operation towards a unified international corporate governance framework of principles, regulation and enforcement backed up by co-ordinated action from national governments is overdue.

Events

London training courses

Strategic Leadership Development

Strategic Leadership Development

Strategic Leadership Development offers practical approaches to:

  • Developing strategic thinking skills, and
  • Implementing a strategic management process.

  • Develop a deeper understanding of corporate strategy, business strategy and governance:
    • The strategic role of the board
    • Strategic alignment
    • Change and transformation
    • Organisation’s approach to strategic risk.
  • Combine management and leadership perspectives to develop an integrated view of:
    • Governance
    • Corporate strategy
    • Business strategy
    • Strategic risk management.

“A very good course for Executive Management, delivered to fulfil the needs of the participant”

Delegate fee: £3,795 excluding VAT at 20%

All bookings are subject to our terms and conditions.

Summary

This course explores practical approaches to developing strategic thinking and analysis skills. You will learn how to  implement a strategic management process and balance a focussed corporate strategy with subsidiary business models and strategies.

The course shows how to blend strategic leadership with operational management to achieve results from true strategic alignment.

Our evidence-informed and highly practical approach helps Directors, Executives and Senior Managers  improve their strategic thinking ability and increase confidence in fulfilling their responsibilities.

Who should attend?

Board directors in an executive or non-executive role, senior managers, enterprise analysts, portfolio managers and enterprise architects, regulators, owners, and legal counsel who:

  • Are involved in formulating or updating corporate strategy
  • Have to align  business and operational strategies with corporate strategy
  • Have the responsibility to translate organisational strategy into results
  • Want to better understand the differences between operational management roles, strategic management roles and governance responsibilities
  • Need to develop a better understanding of good leadership and management practice at corporate, strategic and operational levels
  • Assess companies for their long-term success and potential to deliver value to stakeholders.

Results

Some key outcomes reported by delegates who have attended this course include:

    • Clarity about the elements of direction and strategy such as purpose, mission, strategy, goals, key result indicators, vision and values
    • Understanding key elements of direction and governance, such as accountability and stakeholder management, transparency, leadership, risk management
    • Confidence in applying a strategic management system to align goals, measures, targets, plans and actions
    • Insights into the reasons why conflicts between strategic leaders and operational managers are inevitable and how to resolve them so the conflict is healthy
    • Understanding the difference between corporate and business strategy, appreciation of the importance of the “competitive strategy“ concept in both profit and non-profit based organisations
    • A better understanding of personal strengths as a strategic thinker, leader and manager and areas for further development

“The end result has turned out to be very pleasing and indeed beyond my expectation”

Method

  • Board Leadership Development

    Board Leadership Development

    The course provides an opportunity to build on your existing skills, knowledge and experience.

  • The course uses a mixture of:
    • Short theory explanations
    • Group discussions
    • Individual work
    • Exercises
    • Presentations
    • Video clips
    • Case studies
    • Problem- solving, and
    • Feedback sessions…

…to provide an interesting, varied and stimulating learning experience.

  • Participants learn how to achieve greater impact in their roles (we provide the opportunity to address specific client situations)
  • Our course leaders have extensive qualifications and experience working with clients in many industries on strategic leadership and management.
  • During preparatory steps, an understanding of current corporate issues and individual concerns is captured and used to focus the workshop content.

Venue & Group Size

The programme will be held at a professional training centre in the West End of London. The non-residential course fee includes training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own transport, accommodation and evening meals, however, a list of convenient hotels is available upon registration. We will work in small groups up to a maximum of 12 delegates.

Strategic Leadership Development – Agenda

Day 1: Strategy definition and formulation

  • Strategy definition and concepts
  • Corporate, Business and Operations strategy
  • A Strategic Management System
  • Strategic analysis
  • The board’s strategic role

Day 2: Strategy implementation and management

  • Strategic thinking and planning
  • Strategy evaluation and choice
  • Strategy communication and implementation
  • Performance measurement framework
  • Case study

Day 3: Strategic Risk and Governance

  • Governance concepts
  • Strategic Risk
  • Corporate strategy – the role of the ‘centre’
  • Achieving strategic alignment
  • Assess the risk appetite of your organisation

Day 4: Strategic Leadership

  • Leadership and Management – the difference
  • Organisational change and transformation
  • Develop and approve a business strategy
  • Stakeholder management
  • Case study

Registration

To register your interest, please use the link below to complete our simple form:

 

All bookings are subject to our terms and conditions.