The Role of Risk in Board Decision-making and Strategic Delivery

Date: On a date of your choice
Location: Delivered as an interactive briefing
Event Code: RRBD

Course Details

Managing risk in an uncertain world presents significant challenges to how we organise, use and invest in our risk management.  Organising our risk activities so that they are embedded, in use and operating effectively is key to building agile, resilient and forward looking risk capabilities.  Senior management has to trust in these capabilities to direct and guide decision-making in a fast-moving, interconnected world.

The world in which we do business continues to change and the commercial and regulatory standard for what good risk management looks like continues to evolve.  In practice, risk management needs to keep pace, flex and develop beyond implementation, embedding and use, towards increasing levels of sophistication, effectiveness and alignment with strategic delivery.

This 3 hour executive briefing is designed to provide business leaders with a practical perspective on the importance of mature and effective risk management to decision-making and strategic delivery.  The session will provide practical ways for setting a standard, assessing and benchmarking the risk maturity and effectiveness of your business, provide the link to risk management strategy and the choices we make on how we invest in future capabilities.

The agenda

1. The Importance of Effective Risk Management to Decision-Making & Strategic Delivery

  • The journey so far – implementation, embedding and use.
  • Commercial and regulatory requirements.
  • Market overview – who is doing what.
  • In practice - decision making and strategic delivery

2. Setting your Risk Management Standard

  • Confirming stakeholder expectations.
  • Options for establishing what good looks like for your business.
  • Alignment with your strategy and operating environment.
  • Informing your Risk Management Strategy.
  • Agreeing and using the standard in practice  

3. Practical techniques to help you Assess and Benchmark Effectiveness

  • Starting point – your Risk Management Framework.
  • Establishing expectations of maturity and effectiveness.
  • Constructing your own “Risk Management Diagnostic”.
  • Performing your assessments & building engagement.
  • Benchmarking and reporting results – themes and stakeholders

4. Responding to Results

  • Responding to areas performing below expectation.
  • Alignment to Risk Management Strategy.
  • Continuous improvement.
  • External reporting & disclosure – topics to consider

Who should attend?

Board members and business leaders who are accountable for: oversight of an organisation’s risk management arrangements, the setting and execution of risk strategy and risk assurance practitioners. 

Key Benefits

  • Gain an understanding of how risk effectiveness and maturity informs decision-making and can be used to build competitive advantage.
  • Recognise the importance of establishing a risk management standard that aligns risk maturity and effectiveness with your business values and strategy.
  • Explore practical techniques to enable you to perform your own assessment of risk effectiveness - demonstrating how well you benchmark versus expectations.
  • Receive practical guidance on how to respond to the results of your assessments.
  • Gain insight into how the results can be used to inform your risk management strategy - directing future investment.
  • Review topics to consider in relation to external reporting / disclosure

Your Consultant: John Constable

John’s career began in the RAF and has spanned retailing and financial services, the last 15 years as an independent consultant specialising in executive and board development. His business and regulatory experience equips him to bring a joined-up approach to governance, strategy, risk and finance. This is positioned in full recognition of the dilemmas and multiple – and often conflicting - demands within the board’s “day job”.

A great communicator, he brings commercial awareness, credibility, and pure energy. His versatility allows him to lead and challenge executives and senior managers, providing current and relevant examples to illustrate, draw parallels and clarify complexity.

John’s published articles have encompassed financial crime, learning and development strategies, operational risk management, change management and Solvency II.

John has a BA (Hons) in History from Kings College London, he holds an Open University Certificate in Financial Management, a Diploma in Management from Henley and is a Member of Chartered Institute of Personnel and Development.

 

 

 

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