Chief Compliance Officer (CCO) Programme

Euromoney Learning Solutions

Euromoney Learning Solutions


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Who should attend

This course has been specifically designed for the benefit of:

  • Existing and aspiring COOs
  • Head of Operations
  • Risk Managers/Director’s
  • Control Function Managers

About the course

Most often, the COO’s role is to lead the group’s operation and logistics activities, in ways that transform the business into being a cost-effective financial institution.

The role of a COO can include all or most of the following responsibilities:

  • Operations management
  • IT operations management
  • Product management
  • Change management
  • Strategy management
  • Financial control

Key course highlights include:

  • In-depth discussion of the roles and responsibilities of the COO
  • Understand how the role fits into the organisation
  • Introduction of various tools and methods for developing and using the best metrics to measure cost effectiveness, operating risk, profitability, customer service quality etc.
  • How to motivate and retain the right people
  • Guidance in how to address internal political as well as practical challenges in executing the COO role
  • How to communicate and report effectively as a COO


Day One

Session One:

Introductions and Objectives

COO Roles and Responsibilities

  • COO Role and Responsibilities – open to interpretation; kinds of COO, definition is key to success
  • C Suite Interactions
  • Capability framework
  • Leadership and influence

Exercise: Defining COOs Roles.What makes a good COO?

Session Two:

Organisation and Governance

  • Corporate Governance – International and UK Corporate Governance Codes
  • Laws vs Governance
  • Directors and Boards of Directors – Effective Boards
  • Directors’ duties and responsibilities
  • Working with non executive directors
  • Diversity in the Boardroom
  • Legal Entity Management
  • Enterprise Risk Management
  • Regional Hub and Spoke Models
  • Parent Subsidiary relationship
  • Joint Ventures – challenges and management
  • Family Firms
  • Private Equity backed firms

Session Three

  • Board Dynamics
  • Why Boards malfunction
  • Why executives fail
  • The Board evaluation and review
  • Role of the COO in working with peers
  • High performing Boards

Day Two

COO Role in Strategy and Implementation Formulating Strategy

Session One

  • The strategy Process
  • What makes a good strategist
  • Involvement
  • Framework for process
  • Delivering value

Case Study:Strategy Process,good strategy vs bad strategy

Session Two:

  • External analysis. Pestle,5 Forces
  • Probability/ Impact
  • Competitive landscape

Case Studies:External analysis

Session Three:

  • Stakeholder Power/Interest
  • Key Success Factors and capabilities,VRIN
  • Developing strategic options
  • Ansoff Grid
  • Numerous other models
  • Innovation,Blue Ocean

Case Study:Preparation and presentation of a strategic corporate case

Day Three

Session One:

  • Joint ventures and alliances
  • Acquisitions and mergers
  • Acquisition strategy
  • Why so many fail
  • Acquisition cases

Session Two:

  • Working on an acquisition
  • Implementation obstacles
  • Integrating businesses
  • Culture alignment
  • Drawing a blueprint for implementation

Session Three:

  • Strategy Implementation
  • Obstacles
  • Aligning Key Success Factors to KPI’s
  • Balanced Scorecard
  • Board Dashboard
  • Review process
  • Having the right strategic conversations

Day Four

Session One:

COO Role in Regulation and Reporting

  • Rationale, types, limitations of regulation
  • Principle Regulators
  • Key Issues and Regulatory Change
  • Regulatory Reporting
  • Compliance Processes
  • Environmental reporting
  • Ethics and social responsibility
  • Partnering with the Regulator

Session Two:

COO Role in Strategic Risk Evaluation

  • Types of Risk
  • The risk culture
  • Fraud, Bribery and Corruption – Bribery Act 2010, FCPA
  • Operational Risk Three Lines of Defence
  • KRIs and KPIs
  • Control Frameworks
  • Relations with Internal and External Audit
  • Managing a crisis

Session Three:

Tracking progress, measuring success and reviewing performance Maximising Shared Services Delivery

  • Compliance
  • Finance
  • Management Accounts and Statutory Financial Reports

  • Budgeting

  • Treasury

  • Role in Expense Management

  • Human Capital

  • Learning Organisation

  • Performance Management

  • Role of technology

  • Key takeaways and lessons learnt


Jean Poussan

Jean Pousson is a Director and founding shareholder of Board Evaluation Limited, a specialised consultancy practice set up in 2011 which provides board evaluation,strategic health checks,and various training and consultancy services to an international client base.He is a regular contributor to s...

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Chief Compliance Officer (CCO) Programme at Euromoney Learning Solutions

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Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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