In the coming decade, the role of governance is poised to evolve into much more than board oversight of a management team. It will build on solid core values to espouse optimal strategic and financial management and serve as an anchor for good governance practices. The success of this transition will be shaped not only by the skill and commitment of board members, but also by their overall credibility and legitimacy. This seminar addresses the specific needs of directors, officers and business owners interested in spurring the growth of their company and showing shareholders that they have the know-how and integrity to manage even the most complex organizations.
Presented in partnership with:
GOALS
- Understand the changing nature of governance.
- Grasp the essential role of “value-creating governance®” for today’s organizations.
- Explore various governance models and the strategic, financial, legal and ethical implications of governance.
- Familiarize yourself with the new rules and best practices of good governance.
IS THIS FOR YOU?
- Professionals involved in governance
- Leaders
- Business owners
- Board members
SPECIAL FEATURES
Focus on dynamic group discussions, guided and enriched by the instructors’ wide-ranging experience working with boards.
Participants will receive a certificate of completion from Executive Education HEC Montréal.
ADDITIONAL INFORMATION
Attendees will receive a copy of On Becoming An "Activist" Board and Black Markets And Business Blues.
Day 1 (morning) – Good governance practices
Richard Blain
Good governance practices
- Basic concepts
- Role of the board and directors
- An effective board of directors
- Best practices
- Board dynamics and performance
- Board and director evaluation
Day 1 (afternoon) – Strategy and risk management
Jean-Daniel Brisson
The importance of strategic planning
- Approach to strategic planning
- Strategic planning methodology
- Sample planning calendar
- The purpose of an internal analysis
- Example of a basic analysis grid
- Plotting your course: Mission and vision
- Allaire and Firsirotu’s model: Four market perspectives
- Basic strategic options
- Sample action plan
The role of the board member and strategy
- How the board’s role has changed over time
- Factors that affect the board’s degree of involvement in strategic planning
- Board members and strategy
- The “W” approach
- Common strategy errors
- Long-term vision, regular follow-up and dashboards
Risk and crisis management
- Understanding and measuring corporate risk management
- Role and responsibilities of directors in a crisis situation
- Effective prevention and management of internal conflicts
- Reaction mechanism
Day 2 (morning) – Integrity and legal/ethical considerations
André Vautour
Recap of key concepts
- Legal entity, act of incorporation and additional legislative and regulatory framework
- Board of directors
- Board members
Board member duties
- General duties, responsibilities and statutory presumptions
- Interpreting the duty of care
- Interpreting the duty of loyalty
Legal and ethical considerations: Board member responsibilities
- Potential liability and insurance
- Governance
- Ethics and integrity
Meeting management and board dynamics
- How to streamline board discussions
- Members’ roles and responsibilities
- Confidentiality of board discussions
- Consensus in decision-making
- Use of in camera sessions
- Seeking out external experts
Day 2 (afternoon) – Chairing boards and committees
Johanne Brunet
Chairing boards
- Role of chair: Importance, evolution, definition, selection, characteristics
- Key skill sets of a chair
- Role of chair vs. role of management
Optimizing board performance: The role of committees
- Purpose of committees
- Which committees does your board need?
- General board characteristics
- Accountability to the board
Day 3 (morning) - Financial considerations and financial reporting
Richard Morrisseau
Role and responsibilities of the board in terms of financial reporting: Understanding the organization’s financial model
- Roles of board members
- Role of the audit committee
- Internal and external auditors
- Managers’ motivation: A source of risk
Creative accounting: Origins and consequences
- Generally Accepted Accounting Principles
- Typical financial goals
- Creative accounting strategies
- Formulating accounting policy
- Accounting estimates
- Fraud
Creative accounting strategies and detection
- Structuring transactions for earnings-management purposes
- Detecting creative accounting
Day 3 (afternoon) – Key takeaways, topics for discussion and conclusion
Richard Blain
Board governance: Highlights
- Allaire and Firsirotu’s “value-creating governance®” model (IGOPP): Four pillars of governance
- 10 tips to remember
Topics for discussion: Governance challenges
- Discussion with participants about their governance concerns
- Discussion with participants about contemporary issues in governance
TRAINING APPROACH
- Introduction to a reference framework
- Hands-on workshops and case studies
- Interactive discussions
COORDINATOR:
PhD, MBA, CPA
President and Chief Executive Officer, Institute for Governance of Private and Public Organizations (IGOPP)
INSTRUCTORS:
FCPA
Co-Founder and Business GPS, Bluemind, Public speaker and strategic entrepreneurship coach
Presentation
Program
Instructors
GOALS
- Understand the changing nature of governance.
- Grasp the essential role of “value-creating governance®” for today’s organizations.
- Explore various governance models and the strategic, financial, legal and ethical implications of governance.
- Familiarize yourself with the new rules and best practices of good governance.
IS THIS FOR YOU?
- Professionals involved in governance
- Leaders
- Business owners
- Board members
SPECIAL FEATURES
Focus on dynamic group discussions, guided and enriched by the instructors’ wide-ranging experience working with boards.
Participants will receive a certificate of completion from Executive Education HEC Montréal.
ADDITIONAL INFORMATION
Attendees will receive a copy of On Becoming An "Activist" Board and Black Markets And Business Blues.
Day 1 (morning) – Good governance practices
Richard Blain
Good governance practices
- Basic concepts
- Role of the board and directors
- An effective board of directors
- Best practices
- Board dynamics and performance
- Board and director evaluation
Day 1 (afternoon) – Strategy and risk management
Jean-Daniel Brisson
The importance of strategic planning
- Approach to strategic planning
- Strategic planning methodology
- Sample planning calendar
- The purpose of an internal analysis
- Example of a basic analysis grid
- Plotting your course: Mission and vision
- Allaire and Firsirotu’s model: Four market perspectives
- Basic strategic options
- Sample action plan
The role of the board member and strategy
- How the board’s role has changed over time
- Factors that affect the board’s degree of involvement in strategic planning
- Board members and strategy
- The “W” approach
- Common strategy errors
- Long-term vision, regular follow-up and dashboards
Risk and crisis management
- Understanding and measuring corporate risk management
- Role and responsibilities of directors in a crisis situation
- Effective prevention and management of internal conflicts
- Reaction mechanism
Day 2 (morning) – Integrity and legal/ethical considerations
André Vautour
Recap of key concepts
- Legal entity, act of incorporation and additional legislative and regulatory framework
- Board of directors
- Board members
Board member duties
- General duties, responsibilities and statutory presumptions
- Interpreting the duty of care
- Interpreting the duty of loyalty
Legal and ethical considerations: Board member responsibilities
- Potential liability and insurance
- Governance
- Ethics and integrity
Meeting management and board dynamics
- How to streamline board discussions
- Members’ roles and responsibilities
- Confidentiality of board discussions
- Consensus in decision-making
- Use of in camera sessions
- Seeking out external experts
Day 2 (afternoon) – Chairing boards and committees
Johanne Brunet
Chairing boards
- Role of chair: Importance, evolution, definition, selection, characteristics
- Key skill sets of a chair
- Role of chair vs. role of management
Optimizing board performance: The role of committees
- Purpose of committees
- Which committees does your board need?
- General board characteristics
- Accountability to the board
Day 3 (morning) - Financial considerations and financial reporting
Richard Morrisseau
Role and responsibilities of the board in terms of financial reporting: Understanding the organization’s financial model
- Roles of board members
- Role of the audit committee
- Internal and external auditors
- Managers’ motivation: A source of risk
Creative accounting: Origins and consequences
- Generally Accepted Accounting Principles
- Typical financial goals
- Creative accounting strategies
- Formulating accounting policy
- Accounting estimates
- Fraud
Creative accounting strategies and detection
- Structuring transactions for earnings-management purposes
- Detecting creative accounting
Day 3 (afternoon) – Key takeaways, topics for discussion and conclusion
Richard Blain
Board governance: Highlights
- Allaire and Firsirotu’s “value-creating governance®” model (IGOPP): Four pillars of governance
- 10 tips to remember
Topics for discussion: Governance challenges
- Discussion with participants about their governance concerns
- Discussion with participants about contemporary issues in governance
TRAINING APPROACH
- Introduction to a reference framework
- Hands-on workshops and case studies
- Interactive discussions
COORDINATOR:
PhD, MBA, CPA
President and Chief Executive Officer, Institute for Governance of Private and Public Organizations (IGOPP)
INSTRUCTORS:
FCPA
Co-Founder and Business GPS, Bluemind, Public speaker and strategic entrepreneurship coach