Leaders in Finance Events’ Post

🤩 Hope to see/ meet you there! #compliance #integritymanagement #knowledgesharing #leadersincompliance Podcast: Compliance Adviseert Compliance in Motion

Check out our article in the Hong Kong Chartered Governance Institute's eJournal. We'd love to talk to you about blind spots and other decision-making challenges! https://lnkd.in/gZ-P-ETf

There are many reasons why so many professionals decided to follow our programmes. For Monica Ivan, CEO BRK Financial Group, our faculty and the topics addressed were main arguments: „I chose to follow the Corporate Governance that Creates Value Program being equally attracted both by the faculty and the topics on the agenda. After graduating the Programme, I can say that the level and quality of the classes confirmed my expectations and I appreciate them as being very useful, with wide practical applicability among executives and non-executives.” The result of a one of kind partnership with the Bucharest Stock Exchange / Bursa de Valori Bucuresti (BVB), the Corporate Governance that Creates Value Programme aims to professionalize the role of the board member, essential for the long-term development of organizations and the business environment. More about the Programme and its benefits for senior professionals: https://lnkd.in/dEpqGgii

A big day for PwC Australia as we publish Dr Ziggy Switkowski's Independent Review of Governance, Culture and Accountability, along with a Management Response and Action Plan. See Kevin Burrowes's video message below and if you want to know more you can head to https://lnkd.in/e2ZePPY8

Whether you have been following the timeline, have read the review or are planning on doing so, I strongly encourage you to listen to these words from our CEO and the actions that PwC Australia as a Firm have committed to taking moving forward. Actions which are aligned to and are as genuine as our words. #pwcaustralia #pwc

Over the years, I have seen huge variation in how executive teams handle the sharing of materially negative developments and problems with their boards. In this month's The Chartered Governance Institute UK & Ireland Governance and Compliance magazine, I share our experiences of seeing many executive teams lose their way in this area as well as the best practices we have seen. This goes right to the heart of board dynamics, board effectiveness and the trust that underpins high-performing boards and executive teams. It can also be a key factor in company or organisational scandals, as there is often a missed window of opportunity when, if the executive team had been brutally honest with the board earlier, collectively they would have had a far greater opportunity to address the issues and take concrete action to avoid a problem spiralling out of control. https://lnkd.in/eqMvbvNT

Great article as always Kieran. Failure to be transparent on bad news can be highly value destroying and fails to provide an opportunity for a Board to provide support and advice. The only further advice I would give to management teams is to set out the actions you are or intend to take and base the ‘Board Ask’ around what further steps should be considered.

𝓘𝓷𝓽𝓮𝓻𝓷𝓪𝓵 𝓐𝓾𝓭𝓲𝓽 𝓪𝓷𝓭 𝓒𝓔𝓞𝓼 𝓯𝓸𝓻𝓶 𝓪𝓷 𝓮𝓼𝓼𝓮𝓷𝓽𝓲𝓪𝓵 𝓹𝓪𝓻𝓽𝓷𝓮𝓻𝓼𝓱𝓲𝓹 𝓲𝓷 𝓼𝓱𝓪𝓹𝓲𝓷𝓰 𝓸𝓻𝓰𝓪𝓷𝓲𝔃𝓪𝓽𝓲𝓸𝓷𝓪𝓵 𝓼𝓽𝓻𝓪𝓽𝓮𝓰𝓲𝓮𝓼. This video explores the results of the PwC 2024 Global CEO Survey and its implications for the internal audit profession. Join us as we unravel the critical findings shaping this collaborative alliance and uncover how it influences the strategic landscape. https://lnkd.in/d5ncP6Wr

Over the years, I have seen huge variation in how executive teams handle the sharing of materially negative developments and problems with their boards. In this month's The Chartered Governance Institute UK & Ireland Governance and Compliance magazine, I share our experiences of seeing many executive teams lose their way in this area as well as the best practices we have seen. This goes right to the heart of board dynamics, board effectiveness and the trust that underpins high-performing boards and executive teams. It can also be a key factor in company or organisational scandals, as there is often a missed window of opportunity when, if the executive team had been brutally honest with the board earlier, collectively they would have had a far greater opportunity to address the issues and take concrete action to avoid a problem spiralling out of control. https://lnkd.in/erDkZq7r