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| Program Speaker |
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| Dr. Andrew Kakabadse |
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| Session One (15 mins) |
| Introduction to the workshop highlighting a highly interactive two days drawing on case study, group discussion and questionnaire based feedback to enhance performance as a Board Director. |
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| Session Two (45 mins) |
| Corporate Governance This session will discuss the nature of corporate governance. It will provide a framework for evaluating corporate governance within the organisation. |
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| Session Three (45 mins) |
| The Business Case for Corporate Governance This session will examine the costs of initiating corporate governance reform and the benefits to be realised. The session will refer to a real case study outlining the benefits to introducing corporate governance change. |
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| Session Four (2 hours) |
| The Role of the Board, Director's Duties and Liabilities This session will consider the purpose and tasks of board directors. It will also cover the interrelationship between the group board and subsidiary boards. The role of policies approved by the board will also be discussed. |
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| Session Five (30 mins) |
| The Governance of Strategy The board's role in the governance of strategy will be discussed with the strategic tools available being reviewed. |
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| Session Six (2 hours) |
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Handling Complex and Sensitive Board Dynamics The Highland plc case study will be used to explore each participant's understanding of board and director contribution and how to handle differences of opinion on the board
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| Session Seven (1 hour) |
| Director Profiling Feedback The MBTI instrument will highlight the visionary capability of each director and the manner in which they are likely to pursue strategy development and the governance of strategy implementation. |
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| Program Speaker |
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| Dr. Andrew Kakabadse |
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| Session One (1 hour) |
| Director Profiling Feedback The MBTI instrument will highlight the visionary capability of each director and the manner in which they are likely to pursue strategy development and the governance of strategy implementation. |
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| Session Two (1 hour) |
| Presentation of the Global Survey of Board and Director Contribution This session will cover the results of the largest survey of boards highlighting the nature of the high performing board and board director. |
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| Session Three (45 mins) |
| Governance of Risk Risk assessment and decision making frameworks will be discussed including succession planning. |
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| Session Four (45 mins) |
| Corporate Responsibility This session will examine the boards role in integrating corporate responsibility concerns within the strategic decision making processes of the board. |
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| Session Five (2 hours) |
| Stakeholder Analysis This session will explore the approaches to stakeholder analysis and how to construct a stakeholder matrix. |
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| Session Six (1 hour) |
| How to Manage Key and Sensitive Internal and External Stakeholder Relations This session will draw upon the Thomas Kilmann questionnaire to provide each participant with feedback on their capacity to lead and manage critical stakeholder relations. |
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| Session Seven (1 hour) |
| Action Planning This session will explore how to develop criteria for understanding stakeholders, how to meet the expectations of stakeholders and also will offer the opportunity for each participant to consider how to enhance the value of their contribution as a board member. |
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| Review of the two days and identify key issues for consideration on return to work. |
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| Dr. Andrew Kakabadse |
| Professor of International Management Development |
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Professor of International Management Development at Cranfield School of Management and was the H. Smith Richardson Fellow at the Centre for Creative Leadership, North Carolina, USA. He also teaches at Ulster, Ireland; Macquarie Australia; Thunderbird-USA; Université Panthéon-Assas Pars II, France; Swinburne Australia. Andrew has consulted and lectured in the UK, Europe, USA, SE Asia, China, Japan, Russia, Georgia, the Gulf States and Australia. His areas of research cover boards and top teams, the governance of enterprises and the governance of governments, international relations and conflict resolution. He has published 37 books, over 210 articles and 18 monographs. He was also Vice Chancellor of the International Academy of Management and was Chairman of the Division of Occupational Psychology, British Psychological Society, 2001. He held positions on the boards of a number of companies. Andrew is co-editor of the Journal of Management Development and of Corporate Governance; The International Journal of Business is Society. Andrew sits on the editorial board of the Leadership & Organization Development Journal, Thunderbird International Business Review & The International Journal of Management Practice. He has also been adviser to a Channel 4 business series.
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| Chris Pierce |
| CEO of Global Governance Services Ltd |
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Chris Pierce is CEO of Global Governance Services Ltd. He is a director on a number of boards in the UK and overseas. He works with policy makers, directors and boards in Europe, Asia, Africa, the US and South America. Prior to becoming CEO, he was the Director of Professional Standards and Professional Development at the Institute of Directors (IoD) in the UK. He has also held senior management positions in the Overseas Development Administration, British Airways and Leeds Business School. Chris has written extensively on director and board development issues and regularly speaks at international conferences. His qualifications include: an Economics degree, a Post Graduate Certificate in Education, a Masters degree in Science, a Masters degree in Philosophy and an MBA. He is a Chartered Company Secretary and Administrator, an Executive Fellow of Henley Management College, a Visiting Fellow at Cranfield Management School and a Fellow of the Royal Society of Arts.
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Full program fee is US$ 1,899 inclusive of program material, best selling books, completion certificate, executive coaching sessions, lunch, coffee breaks and free access to MILE online library.
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