Risk and the right culture
Board risk appetite and ethical organisational culture.
Two and a half hours on risk and the right culture: identifying and assessing risk, appetite and tolerance at board level, building an ethical culture, and three applied cases.
- Level
- Focus
- Learning time
- 2 hours 30 minutes
- Where
- Boards and governance
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Board members, trustees, audit and risk committee members and senior leaders in public bodies and voluntary organisations
Overview
Risk and ethics meet in the choices leaders make when nobody is checking. Sharing its material with the Immerse A seat at the table, this Focus starts with naming risk through the ISO 31000 process of identify, assess, treat and monitor, Failure Mode and Effects Analysis and the Structured What If Technique, with the Airbus A380 showing that good mitigation survives a failure. It turns to appetite, tolerance and capacity, and how boards spot drift early, drawing on Wells Fargo. Ethical culture follows, with Chesnut's practices for integrity, Treviño, Hartman and Brown's moral person and moral manager, and West Point's be, know, do, closing with cases including Thurrock Council.
Aims
This course sets out to help boards name and assess the risks that matter, set an appetite they can actually quote when a decision is in front of them, and recognise that what leaders model sets the code everyone else follows.
In summary, you will be able to:
- Use the ISO 31000 process, Failure Mode and Effects Analysis and the Structured What If Technique to name and assess the risks that matter.
- Plan a risk appetite your board can quote, with tolerances that help spot drift early, learning from Wells Fargo.
- Lead by example on integrity, applying the moral person and moral manager model and lessons from the Thurrock Council case.
What you'll develop
Through this Focus course, you will build the ability to:
- Use Failure Mode and Effects Analysis and the Structured What If Technique to identify risks precisely, asking how a process could fail rather than whether it will.
- Distinguish risk appetite, risk tolerance and risk capacity and explain why a board needs all three.
- Explain the difference between the moral person and the moral manager and why both are needed to be seen as an ethical leader.
- Apply the programme's ethical themes, from blind spots to culture, to analyse a real or illustrative case.
- Assess risks on a likelihood and impact matrix and use it as a conversation starter rather than a verdict.
- Assess whether a risk appetite statement is quantified, qualitative where needed, linked to strategy and set by category.
- Apply Chesnut's practices and the five steps of build, induct, talk, report, and apply and review to make a code live.
- Identify the ordinary pressures, early signals and routes to challenge that the three cases share.
Built from 2 parts.
2 hours 30 minutes of learning.
- 01How much risk is enough?Risk assessment and board risk appetiteBitesize · Strategic Risk2 modules
- 02A culture where integrity holdsBuilding an ethical organisational cultureBitesize · Ethics, Integrity and Standards2 modules