Chief Operating Officer (COO) Programme

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