Chief Operating Officer (COO) 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

Agenda

Day 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

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

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

Case Study:Strategy Process,good strategy vs bad strategy

  • 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

  • Joint ventures and alliances
  • Acquisitions and mergers
  • Acquisition strategy
  • Why so many fail
  • Acquisition cases
  • Working on an acquisition
  • Implementation obstacles
  • Integrating businesses
  • Culture alignment
  • Drawing a blueprint for implementation
  • Strategy Implementation
  • Obstacles
  • Aligning Key Success Factors to KPI’s
  • Balanced Scorecard
  • Board Dashboard
  • Review process
  • Having the right strategic conversations

Day Four

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

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

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

Experts

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 Operating Officer (COO) Programme at Euromoney Learning Solutions

From  GBP 4 495$6,465
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Disclaimer

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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