Leadership and Management

Enterprise Risk Management and Protecting Organisational Gains

Learn to design, measure and defend your organisation's approach to enterprise risk management.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Enterprise Risk Management and Protecting Organisational Gains
5days

About the programme

Course Overview

The hardest part of enterprise risk management is rarely deciding — it is holding the decision when it becomes unpopular. Most failures in the practice within organisational leadership trace back to a conversation someone avoided having. The result is the confidence to make and defend decisions about this part of organisational leadership under scrutiny. It suits anyone whose decisions touch enterprise risk management, in large organisations and small ones alike. Buying a tool rarely fixes the organisational leadership discipline; the underlying capability has to be built internally first. Participants test their assumptions about the wider organisational leadership agenda against scenarios designed to break weak ones. Organisations that document enterprise risk management properly resolve disputes about it far more quickly. The programme is built to be used, and every section of this strand of organisational leadership it covers ends in something applicable. The programme ends where implementation begins, with the organisational leadership capability broken into steps someone can start on Monday.

Expected Learning Outcomes

  • Build a register of the risks attaching to enterprise risk management and keep it current.

  • Review your own performance on enterprise risk management as rigorously as you review others'.

  • Protect the team's capacity so enterprise risk management is not delivered through exhaustion.

  • Delegate responsibility for enterprise risk management without losing sight of the outcome.

  • Build the trust that makes candid feedback about enterprise risk management possible.

  • Apply a repeatable review cycle to enterprise risk management and act on what it produces.

  • Integrate enterprise risk management into existing management routines rather than running it separately.

Who Should Attend

  • Department heads and senior managers accountable for enterprise risk management.

  • Consultants coaching leadership teams on enterprise risk management.

  • Anyone whose accountability for enterprise risk management exceeds their current formal training in it.

  • Board members and non-executives overseeing enterprise risk management.

  • Coordinators responsible for keeping records and documentation of enterprise risk management current.

  • High-potential staff being prepared for wider responsibility for enterprise risk management.

Course Modules

Open any module to see its sessions and topics.

01

Enterprise risk management: measuring whether leadership actually changed anything

2 sessions · 8 points

Session 1Deciding on enterprise risk management when the information will never be complete

  • Test whether the team can explain enterprise risk management in their own words.
  • Recognise publicly one person whose work on enterprise risk management went unnoticed.
  • Confirm that reporting on enterprise risk management reaches the people who can act.
  • Identify which function can quietly block enterprise risk management and address it directly.

Session 2Holding the line on enterprise risk management when it costs you

  • Decide the point at which you would escalate enterprise risk management.
  • Identify your successor for enterprise risk management and the gap they need to close.
  • Agree the indicators that will show whether enterprise risk management is improving.
  • Check whether incentives anywhere reward behaviour that undermines enterprise risk management.
02

Enterprise risk management: influence across functions you do not control

2 sessions · 8 points

Session 1Applying the standard on enterprise risk management to your best performer

  • Identify single points of dependency in enterprise risk management and reduce them.
  • Build the competence framework that supports enterprise risk management.
  • Check that enterprise risk management still works when volumes rise unexpectedly.
  • Identify the conversation about enterprise risk management you have been postponing, and schedule it.

Session 2What to measure in enterprise risk management and what to ignore

  • Draft the minimum viable leadership plan for enterprise risk management.
  • Prepare the summary of enterprise risk management that senior management will read.
  • Prepare how you will respond when enterprise risk management is challenged publicly.
  • Establish what evidence demonstrates enterprise risk management is under control.
03

Enterprise risk management: building the bench and letting go

2 sessions · 8 points

Session 1Saying the thing about enterprise risk management that nobody wants to say

  • Review a past decision on enterprise risk management and state honestly what you would change.
  • Decide what you will delegate on enterprise risk management and what you will not, and say why.
  • Set the review point at which enterprise risk management will be reconsidered.
  • Name the person accountable for each part of enterprise risk management, not the committee.

Session 2The meeting that finally unblocks enterprise risk management

  • Set the decision rights on enterprise risk management: who decides, who is consulted, who is told.
  • Agree the smallest change to enterprise risk management that would be visibly useful.
  • Map the handovers in enterprise risk management between functions and secure them.
  • State the outcome expected from enterprise risk management in a single sentence anyone can repeat.
04

Enterprise risk management: resilience and the personal cost of leading

2 sessions · 8 points

Session 1Closing out enterprise risk management and capturing what was learned

  • Rank the weaknesses in enterprise risk management by consequence rather than by ease of fixing.
  • Record what was learned when enterprise risk management did not go as planned.
  • Check that records of enterprise risk management answer the questions likely to be asked.
  • Give one piece of specific feedback on enterprise risk management within the week.

Session 2The decisions in enterprise risk management that cannot be delegated

  • Set out how exceptions to enterprise risk management are requested and approved.
  • Write down the reasoning behind your position on enterprise risk management.
  • Assign responsibility for keeping documentation of enterprise risk management current.
  • Name a single owner for each element of enterprise risk management.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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