Regulators worldwide are making it their business to rebalance their approach to make conduct and culture part of their supervision and enforcement programmes. It will not happen overnight, but there will come a time when the absence of good conduct management skills will be treated just the same as bad conduct. As Mark Steward, Director of FCA Enforcement, said in respect of expectations under the senior management conduct rules back in 2016, “Doing nothing, in circumstances where reasonable steps require something to be done, will not suffice.”
This workshop will focus on how to build the Management Information (MI) to report conduct and culture within your organisation. The course will include;
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Linking MI to decisions that drive firm value and meet regulators’ expectations – overcoming mindsets that obstruct or foster positive change
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What we need vs what we have: building focused indicators for effective decision-making and governance
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How better MI frameworks both produce and reflect improving behaviour and culture – the real success measure of Conduct initiatives
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How to identify or enhance metrics that strengthen conduct, culture and decision-making to support long term value – applying the conduct lens to the full value chain
Outcomes
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Planning and designing effective MI
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Mindsets that obstruct or foster positive change – vested interests and “number comfort”
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Linking MI to ultimate Long term value, however indirectly
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Scalar vs linear indicators; adaptive dashboards and data integrity principles
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What we have vs what we need
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Using a behavioural lens to turn old backward looking indicators, into pre-emptive leading indicators
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Asking better questions
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Impact of better MI on Culture and implications for business management
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As Critical analysis, interpretation and thought provocation tools
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Balanced MI methodology – pictures, not triggers
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Prioritising new and enhanced metrics – the benefits of newTech
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How to design better metrics
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Examples and exercises from industry