Bridge the Gap: Transition from Compliance to an Aligned and Shared Understanding of Risk
Time and again employee-created corporate scandals arise, bringing both financial and reputational damage to the business. Typically, in these cases adequate risk management frameworks are in place. So, why does it keep coming up? How can organisations tackle the people-centred issue? How can organisations ensure their employees share a common understanding and attitude towards their actions and work?
The continued disruption from COVID-19 has changed the ways people within the organisation think and work. Additionally, regulators continue to impress the importance of understanding culture in order to drive desired organisational, customer, employee and community outcomes. As businesses continue to adapt to the ‘new normal’, new ‘ways of doing things around here’ emerge causing cultures to evolve. Being able to assess and manage employee behaviour will protect organisations from future threats and risks.
Setting the goalposts, what exactly is risk culture?
How can we measure and quantify the intangible like attitude?
How to effectively cultivate a risk culture in large and complex organisations?
Embed a Risk-Aware Mindset, Attitude and Behaviour Throughout the Entire Organisation
Join us for this interactive and practical 3-day virtual workshop and learn how to establish a robust risk culture against a backdrop of COVID-related disruption. Understand the continued importance of risk culture and the serious implications of it’s evolving nature. Work through real-life case studies and unlock different types of insights and culture approaches. Discover different assessment techniques alongside their strengths and limitations. Takeaway key considerations during implementation, what works and what does not. Discuss your own specific challenges with personalised consultation sessions.
Making the Case for Continuing to Focus on Culture
Critically Evaluate the Robustness and Impact of Different Risk Culture Approaches
Demonstrate the Design and Use of Different Techniques including:
Surveys (design participation sampling, administration and interpretation)
Focus Groups (design and facilitation)
Formal Systems Evaluation
Hypothesis-Based Interviews (defining hypothesis, leading interviews and reporting)
Harness Capabilities Across the Organisation to Surface Better Insights and Demonstrate More Impactful Actions
Benefits of Attending
- Discover the importance of risk culture particularly in the context of the current pandemic
- Explore how ways of working have changed and the impact on risk, compliance and conduct
- Understand how to get management buy-in and produce thematic findings reports
- Interpret culture information and unpack underlying drivers from differing approaches
- Compare differences in conclusions and consider the various types of follow-up actions
- Utilise assessment techniques including surveys, focus groups and formal system evaluations
- Experience first-hand some of the strengths and limitations of different approaches
- Analyse cases that have successfully implemented approaches to understand risk culture
- Examine how risk, compliance, human resources and internal audit can work together
- Clarify the different roles across committees and takeaway employee ‘listening strategies’
A Fully Immersive Virtual Experience
|Hear LIVE presentation on leading case studies and common challenges||Get real-time answers to your questions throughout the workshop||Interact with like-minded professionals for dynamic exchange of ideas||In-depth sharing during
1-hour intimate group discussion on Day 2
|Gain access to full workshop materials and handout|
Grant is an internationally recognised risk culture specialist, having previously led a global centre of expertise for Deloitte serving clients across Asia Pacific, Europe, and the Americas.
For the past decade he has worked with some of the world’s largest and most respected companies to design and implement risk culture assessment methodologies, deliver comprehensive assessment programmes, and design/implement programmes to strengthen organisational resilience.
His work centres on the identification and redress of culture-related vulnerabilities (or organisational ‘design flaws’) that may result in reputational damage, unsustainable risk exposure, risk-aversion or other undesirable outcomes.
He has worked across a number of industry sectors including the government, airlines, transportation, media, utilities/resources, venture capital and the financial services (retail banking, global markets, institutional, investment banking, wealth, insurance).
– Global Banking and Securities Organisations (Europe, North America, Asia Pacific)
– Wealth Management (UK, Australia)
– Global Insurers (Europe, Americas, Asia Pacific)
– Real Estate and Construction (Australia)
– Venture Capital (Europe, Middle East, South America)
– Manufacturing (Japan)
– Central Government (Australia)
Who Should Attend
Senior level executives responsible for Risk Management, Internal Audit, Compliance, Governance and practitioners interested in enhancing or establishing risk culture and conduct capabilities.
Log-in Time: 8.50 am
Day 1-3: 9.00 am – 1.00 pm (GMT +8)
Session 1: The Case for Continuing to Focus on Culture
This session focuses on the implications of rapidly changing risk cultures and provides and an open forum for discussion.
- Understand why a focus on culture now is critically important, particularly with in the context of the current pandemic
- Explore ways in which cultures (or ways of working) have changed and the nature of new culture risks that may have emerged
- Understand how rapidly changing cultures could impact risk, compliance and conduct-created outcomes
- Getting management buy-in
Interactive discussion is an important part of this session so that we can focus on the types of challenges and impacts that each organisation is experiencing.
Session 2: Interpreting Culture Information and Formulating Actions
This activity-based session works through example report extracts (case studies) from different risk culture approaches within the same organisation to understand the types of insights and resulting actions that may be available.
Activity: Each case study will iteratively work through:
- Interpret information from each example report and make conclusions
- Consider the underlying drivers or root causes
- Define the types of actions that would be most impactful (based on the data available in each case study)
- Comparing differences in conclusions and the types of actions across each case stud, understand limitations of different approaches and consider ways to address some of those limitations
Tailored 1 Hour Consulting Sessions (scheduled in small groups)
- Opportunity to ask questions on content or concepts
- Coaching on activities from Session 2
- Discuss and get advice on specific questions/challenges from your own organisation
Session 3: Assessment Techniques
In this session, we will demonstrate techniques used for understanding risk culture so that delegates can experience first-hand some of the strengths and limitations of different approaches and consider ways to address some of these limitations.
- Understanding biases
- Utilising different assessment techniques based on business area and culture characteristics
- Design and use of different techniques:
- Surveys (design, participation sampling, administration and interpretation)
- Focus Groups (design, facilitation)
- Formal Systems Evaluation
- Hypothesis-Based Interviews (defining hypothesis, leading interviews and reporting)
- Thematic reporting and communicating findings to get buy-in for change (building on learnings from Session 2)
Session 4: Working Together Across the Organisation to Strengthen Risk Culture – Implementation Approaches and Considerations
In the last session, we will look at ways that organisations have successfully implemented approaches to understand risk culture. We will be looking at a few different examples of what has worked (and what has not worked) rather than one ‘best practice’ organisation as what may work in one business may not work in another. We will also examine how risk, compliance, human resources, internal audit and operations divisions can work together to build and embed a sound risk culture.
- Clarifying roles and responsibilities for culture across different Board or Management Committees
- Making it easy for employees to provide feedback and see areas of concern get addressed; including the use of ‘listening strategies’
- The different roles that can be played by Internal Audit, Risk/Compliance, and HR and establishing clear roles and responsibilities for risk culture
- Successful implementation approaches: case study