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Who should attend
Board-level members of Corporate Governance, Risk Management or Asset-Liability Management Committees, CFOs, CROs, Heads of Compliance, Executive and Management Committee members, as well as management consultants in these areas:
- Role of Corporate Governance in increasing value by enhancing performance
- The context of shareholders, investors, owners and managers
- Context of the board as custodians of value between investors and managers
- Roles and responsibilities of boards of directors and committees
- Best practice in control frameworks
- Management of auditor and regulator expectations
About the course
Understand how to integrate governance, risk management & regulatory GRC
The Strategic Governance, Risk and Compliance course will show you how to integrate corporate governance, risk management and regulatory compliance (GRC) under one umbrella that improves strategic execution and enhances performance.
Most organizations separate these three areas into distinct “siloes” that are managed and resourced separately—often with significant overlap, confusion, inefficiency and with little relation to strategy-setting and execution. However, recent evidence suggests that comprehensive management of GRC could substantially improve a company’s profile and has become best-practice among the best-performing companies in the world.
This programme outlines the contours of each area of Governance, Risk and Compliance and highlights points of complementarity. We will then consider why and how a comprehensive structure is superior to the more traditional approach.
Attendees should have some familiarity with the major issues (though not necessarily an in-depth knowledge of) the areas of at least one of the areas within risk management, corporate governance and compliance.
Introduction & Overview
What Governance, Risk and Compliance (GRC) is about
- Case Studies of breakdowns in governance, risk and compliance
Why we need governance
- Self-interested executives and agency problems
- Evidence of self-interested behavior in actual companies in the US, UK
Corporate Governance Standards
- UK Corporate Governance Code
- Global Comparisons
The Role of Strategic Risk Management
- Enterprise Risk Management (ERM) and Strategy
- Elements of ERM that can address risk governance lapses
- ERM as a process that involves everyone from the board downwards (addressing misperceptions of risk)
- ERM as a forward-looking, strategically-linked initiative (addressing misidentification)
- ERM as a mechanism for quantitatively vetting strategy (Addressing risk miscalculation)
- ERM as a RELEVANT framework for supporting the business (Addressing miscommunication of risks)
- ERM as a means for addressing risk exposure before events happen (Addressing mismanagement of risks)
Governance Challenges and Scenarios
- Lack of Consensus—about mission, about vision, about role of the board of directors (BoDs)
- Lack of understanding—about duties of board members, financial statements, risk management
- High turnover of the BoDs and CEO
- Unresolved conflicts between board members or between the BoD and CEO
- Practice of the board not fitting by-laws or best-practice
- Confusion over conflicts of interest
- Decision paralysis
- Information improperly or inaccurately presented to directors
- Rubber-stamping by the BoDs
- Micro-management by BoD
- Interference by minority investors
- BoD that runs well but focuses on wrong issues
- Poorly Chaired meetings
- Poor relationships with stakeholders
- Superfluous number of committees
How Enterprise Risk Management Works
- The strategic-, executive- and board-level linkage
- Chief Risk Officers interacting with other executives
- The ERM Process Steps
- Establishing Context
- Identifying Strategic risks
- Analysing and quantifying risks
- Integration of risks
- (Re-) Assessment of risks
Developing a Risk Governance Framework using ERM
- Necessary ingredients
- The right structure, people, tools, etc.
- Developing a Risk Management Strategy (RMS) using the ERM Process
- Interacting with other executives at EXCO, Risk ManCo, ALCO, etc.
- Use of a “risk” SWOT
- Joint development of an RMS
- The Risk Strategy Report (the main Risk Governance “Deliverable”)
- Drafting a report that business people can use
- Contents of the report
- Class Assignment: Draft a skeletal, risk governance framework for your company
Defining Risk Governance
Understanding Risk Exposure
- Why it is a board and executive-level concern
- Why managing risk requires the attention of CEOs and business heads
- Why risk and strategy are tied
- Why risk MUST be forward-looking and strategic
How misunderstandings of risk, call for the risk governance
- Misperceptions of risks
- Misidentification of risks
- Miscalculation of risks
- Miscommunication of risks
- Mishandling and mismanagement of risks
- Risk governance as a solution
Evaluating the State of Risk Governance in Your Company
- What it means
- Biased views
- Cognitive biases and the psychology of bad thinking
- Major problems biases lead to
- Exercise: Where are the biases in your company?
- How do we identify risks?
- Backward-looking versus forward-looking
- Risk exposure that we commonly ignore
- Emerging risks
- Reputation risks
- Social-media risks
- Customer-service-related risks
- Strategic risks
- Weaknesses in typical risk identification tools
- Exercise: How do you identify risks in your company
Evaluating Risk Governance in Your Company (Contd.)
- Backward, data-driven tools
- Control self assessments
- Risk registers
- Forward-looking tools
- SWOT analyses
- Risk ratings
- Exercise: How do you quantify risks in your company?
- Famous cases of risk communication breakdown
- The consequence of miscommunication
- Why risk is miscommunicated
- Tools and frameworks to better communicate risk
- Exercise: How good is risk communication in your company?
- Example Compliance measures that affect most companies
- ISO measures
- Example Compliance that affects mostly financial institutions
- Basel II & III compliance
- MiFID II
- Overnight Case Study Assignments
Discussion of Case Studies
Summary of Concepts
Maurice is a global management consultant, former banking executive and experienced, public company board member that has worked in over 60 countries. He has been an advisor and consultant to boards and executive teams with numerous, major banks, investment banks, central banks and investment fun...
Videos and materials
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.