A recurring question of recent corporate scandals and failures, asked by investors and media commentators alike, is “Where was the Board?” . The Financial Reporting Council concluded in its 2009 review of the UK Corporate Governance Code that the quality of corporate governance is influenced by a process, but that it ultimately depends on the behaviour of directors and others. This unique, interactive course looks at both Board process and at behaviours around the boardroom table. The decision-making responsibilities of the Board members mean that they have a strong impact on the economic performance and the strategy of a company. Understanding a Board’s behavioural and organisational model will help to ensure better decision-making right at the top of the organisation. A key feature of the programme is a detailed, fully integrated case study, encompassing role-play sessions. This will involve complex and diverse case analysis, including strategic decision-making, risk analysis and crisis management. During the role playing sessions all delegates will experience an active and influencing role, covering all the different aspects of a Board meeting. Delegates will receive the material required for the case study one week before the course.
This multi-disciplinary programme, linking directors’ duties and responsibilities with managerial and leadership insights, will help delegates to:
develop their personal leadership and strategy-making capabilities