There are six chapters in the conduct risk dashboard ... here is chapter 3 ... DECISION MAKING. How can we make the best decisions possible? Who can make decisions? The impact of BIAS and EVENTS and how decisions at the top of an organisation differ from decisions at the bottom.

The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

Ensuring General Wisdom - J A Sutherland - paperback and Kindle

There are six chapters in the conduct risk dashboard ... here is chapter 2 ... TRUST. Who should trust who and what how should we measure TRUST.

The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

Ensuring General Wisdom - J A Sutherland - paperback and Kindle

There are six chpaters in the conduct risk dashboard ... here is chpater 1 ... organisational PURPOSE. What it is, what it is not and what we should measure it against.

Also, what is PURPOSE ... !!!

The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

Ensuring General Wisdom - J A Sutherland - paperback and Kindle

The design of a conduct risk dashboard has to start from first principles. What is conduct risk, what drives it and how might we measure those drivers. Sets out the two root causes of conduct risk and goes from there.

The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

Ensuring General Wisdom - J A Sutherland - paperback and Kindle

Setting out what a business model is. Showing that financial metrics provide boards with well developed dashboards. Also showing that conduct risk dashboards are far less developed.

The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

 

Ensuring General Wisdom

A different view of the three lines of defense. How it fits with corporate leadership and is the culture of the organisation in action. 

 

The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:

 

Ensuring General Wisdom

A further look at corporate governance. Or, as it is better described, corporate leadership.

 

This episode looks focuse on the relations hip between the Chair and Non-executives and the CEO. What is the difference on the CEO between a strong Chair and NEDs and a weak Chair and NEDs. And, what can be done to strengthen the positive impact strong Chairs and NEDs have.

 

The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees:

 

Ensuring General Wisdom

Introducing corporate governance. Or, as it is better described, corporate leadership.

 

This episode looks at the the relationship between executives and non-executives/trustees. What goes wrong and what good looks like.

 

The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees:

 

Ensuring General Wisdom

The session builds on a framework for understanding culture. And, the levers that executives and non-executives can use to influence it.

 

This episode looks at the fourth of four drivers of behaviour. That of Incentives. Understanding the difference between extrinsic and intrinsic reward is key. Also, when designing incentives schemes pay attention to what is not rewarded!

 

The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees.

This session is the fourth episode of the programme that will roll out during 2020. This session builds on a framework for understanding culture. And, the levers that executives and non-executives can use to influence it.

 

Culture is behaviour. The episode looks at the third of four drivers of behaviour. That of Communication. This session looks at upwards and downwards communication. It reveals why upwards communication is more difficult than downwards communication. It also begs the qquestion why typically less resources go into manageing upwards communication compared to downwards communication.

 

The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees.