How to create and run effective organisational Boards?

Think you know how to develop and run impactful boards in this digital age, characterised by slow economic growth particularly in natural resource-dependent countries such as Nigeria while operating in an increasingly fast-paced landscape?

Think again.

To address this topical issue, TEXEM, a leading executive education provider based in the UK invites you to a two-day Master class on CREATING AND RUNNING EFFECTIVE BOARDS AND DIRECTORS scheduled to take place between 10. April. 2019 and 11. April. 2019 at Eko Hotel and suites, Victoria Island, Lagos with world renowned Professor Andrew Chambers, former Dean and Professor Emeritus of Cass Business School London. Professor Chambers has dedicated his career to stimulating better board performance and chaired many boards. For more information, please visit https://texem.co.uk/programmes/creating-effective-boards-and-directors.html

The two-day value adding Masterclass is based on research that has revealed that many boards are faced with complex challenges related to how could they effectively offer risk management oversight, drive innovation in this digital age and provide strategic direction. The preceding discussion points then beg the question; “How can organisations create and run prolific boards?

In this Master Class with TEXEM, you will gain valuable, practical and relevant insights into appropriate measures and approaches needed to have a positive impact on boards and how to implement these measures. Additionally, you will learn how to define and establish a board strategy and understand regulatory compliance.

Just as in football, every player knows his position long before training starts. Similarly, Board Members must be individually oriented on their specific roles and how that role would help push the organisation forward.

The same approach is used by TEXEM to design a Masterclass based on the following objectives:

• Evolve with the best skills: participants will acquire knowledge and skills on the measures and approaches they need to impact positively as directors or board members.

• Get ahead with essential skills: Learn to identify when these measures and approaches are appropriate through hands-on projects and real-world scenarios. You’ll leave ready to bring your ideas to life and help implement best practices that contribute to effective and efficient organisations.
• Pursue a learning path: Participants with significant prior experience will have the opportunity to benchmark their understanding against best practices that contribute to organisational effectiveness and efficiency.

Target Group

• Chairs and members of board committees
• CEOs, CIOs, CROs, CIOs, CFOs, CHRs
• Director Generals, Executive Secretaries, Permanent Secretaries, Managing Directors and other Directors
• Secretaries of boards
• Independent board directors,
• Regulators and standards setters.
• Directors, General Managers and Entrepreneurs

This TEXEM’s proven, cutting edge, learning programme will turn you into better strategic thinking board leaders who oversee the daily implementation of board policies and makes sure that the board is establishing and maintaining good governance practices.

“This programme is designed and tailored to address the volatile, uncertain, complex and ambiguous operating landscape in which decision-makers have to do more with less, survive and develop profitable growth and or excellent service delivery,” says Dr Alim Abubakre

Benefits

Organisations will develop knowledge and attitude towards the boards’ role; Greater self-starting board director, and gives directions to members; more effective teams; increased creativity and innovation at all levels and higher personal and group morale due to improving communication skills.

From a personal perspective, individual participants will gain Improved Self Awareness as a board member; Improved Communication at all points in the hierarchy; promote best practices; and increased creativity and innovation.

Creating and running vibrant boards Master Class would be delivered by Professor Andrew D Chambers who has run Master Classes in more than 60 countries across the world.

The curriculum is designed to reflect core issues related to boards such as accountability, transparency, and strategic leadership. Essentially, delegates will leave the Master Class with a profound appreciation of crucial elements of creating and running a successful Board.

Board directors and members are increasingly coming to grips about aspects of accountability; setting direction, developing the business model, strategic planning and management oversight. Additionally, participants will be introduced to the relevance of corporate governance codes, and company law, plus distinctive qualities of public and private entities, family businesses, SMEs, public sector and not-for-profit entities.

TEXEM understands that the growth of boards depends on composition, diversity and what skills board directors and members require to discharge their responsibilities.

Corporate governance

• Accountability – how and to whom?
• Setting direction, developing the business model, strategic planning
• Respective responsibilities of owners, other stakeholders, boards and management
• Oversight of management
• The relevance of corporate governance codes, and company law

Effective boards

• Understanding and discharging the duties of boards
• Leadership
• Board composition
• Board diversity
• Effective chairing
• Scheduling meetings, agendas and minutes
• Participating in meetings
• Interfacing the board with the board’s committees
• Serving boards – the role of the company secretary and others
• Evaluating the performance of boards, board committees and directors

Effective directors

• Understanding and discharging the responsibilities of directors
• Dealing with the challenge’s executive directors experience
• Dealing with the challenges non-executive directors experience
• Meaning and purpose of director independence
• Director time commitment
• Director development

Effective board committees

• Effectively discharging the responsibilities of audit committees
• The board’s responsibility for oversight of risk, and the role of board risk committees
• Succession planning and the duties of the nomination committees
• Determining executive remuneration and non-executive director fees, and the role of remuneration committees
• Other board committees

Learning Approach

While many of the principles of boards’ leadership and membership are similar throughout the world, aspects such as transparency, governance behaviour, and accountability strategies may differ from one board to another. The Master Class reflects that, while ensuring the core Board management principles are covered.

The two-day Master class will be highly interactive with several presentations by Professor Chambers, followed by group and plenary discussions on case studies based on real-life events.

The two-day Masterclass will equip attendees with specific skills and tools that will equip the board to make better decisions that drive long term success.

Location:  EKO HOTEL AND SUITES, VI, LAGOS.

Price:  £1,500.00 or N720, 000

Telephone contact: +447983128450 or visit https://texem.co.uk/programmes/developing-efficient-and-effective-leaders-for-success-in-an-era-of-slow-growth-and-low-performance.html

About the Faculty – Professor Andrew D Chambers

Andrew is currently a member of the joint UK Institute of Directors/Institute of Internal Auditors’ panel developing new guidance for directors on internal audit.  He was a member of the UK committee that in 2013 published enhanced ‘Internal Audit Guidance for Financial Services’.

He has run master classes in more than 48 countries across the world.   He was Dean of the leading Cass Business School in the City of London where he is professor emeritus.  Andrew has been a director of a large mutual insurer (The Medical Defence Union), a well-known charity (The Tavistock Institute), an FTSE250 financial institution (The Paragon Group of Companies), a bank (The National Mortgage Bank) and several smaller public sector, private and family businesses.

He has authored some five hundred articles mainly on aspects of governance and auditing including about three dozen peer-reviewed research papers.

Andrew was a judge for Hawkamah’s Bank Corporate Governance Awards in the MENASA region (2009-15), and (b) the ICSA-Hermes Transparency in Governance Awards (2011-15).  He conducted the 2012 Board Evaluation for the Abu Dhabi Commercial Bank.

He was twice mentioned in the UK House of Lords’ debates as “an authority on corporate governance” and recognised by The UK Times Newspaper as ‘a worldwide authority on corporate governance’.  A past member of the FRC’s Auditing Practices Board, he was appointed in 2010 as the Specialist Advisor to the House of Lords’ Economic Affairs Select Committee’s Inquiry into Auditors: market concentration and their role that led to the recent audit market reforms.  From 2004 he was a member and until 2017 chair of Accountancy Europe’s (FEE’s) Corporate Governance and Company Law expert group in Brussels, the pan-European association of three dozen professional accounting bodies.

Andrew has authored some five hundred articles focussing on aspects of governance and auditing he is the Author of:

• Chambers Corporate Governance Handbook (2017), 7th ed. Bloomsbury.
• The Operational Auditing Handbook – Auditing Business & I.T. Processes (2nd ed., Wiley, April 2010)
• Tolley’s Internal Auditor’s Handbook and two dozen other books on these subjects plus translations.

Andrew started his career as an auditor and IT consultant with Arthur Andersen & Co before moving on to run an internal audit function of a manufacturing company.  He was the world’s first professor of internal auditing.  Awarded the IIA (UK)’s Distinguished Service Award (2008) and then the global IIA’s Bradford Cadmus Memorial Award ‘to honour individuals making the greatest contribution to the advancement of the internal audit profession’ as ‘an outstanding advocate, author, practitioner and subject matter expert, whose leadership and commitment to internal auditing has advanced the profession on a global level’ (2014).