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DTSTART:20260922T084508
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DTSTART;TZID=UTC:20250130T090000
DTEND;TZID=UTC:20250131T170000
DTSTAMP:20240703T143932Z
CREATED:20240703
LAST-MODIFIED:20250923
PRIORITY:5
SEQUENCE:0
TRANSP:OPAQUE
SUMMARY:The Governance of Mistakes: An Essential Board Competence in a Turbulent World
DESCRIPTION:ATTENDEES:\nCAdm’s Chairmen, CEOs, Executive and Non-Executive Directors, Members of Fiscal Boards, Members of Audit Committees and other Bank’s Core Functional Directors\n \nPROGRAM\n\n\n\n\nDAY 1\n\n\n\n09:00-09:30\nWelcome Coffee \n\n\n09:30-11:00\nIntroduction and Welcome – Error Management for Boards\n\n\n\nWhat is Error Management?: Key Concepts, Motivation and Taxonomy\n\n\n11:00–11:15\nCoffee Break\n\n\n11:15–13:00\nFraming Error Management Using Two Cases: Fortis and Societe Generale\n\n\n13:00–14:15\nLunch\n\n\n14:15–15:30\nCase Study: Silicon Valey Bank. Error Management Perspective.\n\n\n15:30–16:00\nCoffee Break\n\n\n16:00–17:00\nFinal Discussion: Error Management for Boards: Insights and Conclusions reflecting on yours, your Board´s and your organization´s own errors?\n\n\n\n\nDAY 2\n\n\n\n09:00–09:30\nWelcome Coffee \n\n\n09:30–11:00\nWhat is Corporate Governance Culture? The importance of the Tone at the Top.\n\n\n11:00–11:15\nCoffee Break\n\n\n11:15–13:00\nHow does Error Management Relate to Corporate Governance Culture?\n\n\n13:00–14:15\nLunch\n\n\n14:15–15:30\nHow does IA affect SEM and Board Governance?\n\n\n\nWorking Session: Major Lessons for you and your Board of Directors. Develop Action Plans in Groups\n\n\n15:30–15:45\nCoffee Break\n\n\n\nSharing Insights, Lessons and Action Plans. Final Plenery Discussion\n\n\n16:45–17:00\nConcluding Remarks by IFB CEO António Neto da Silva\n\n\n\n \n \nMETHODOLOGY\n\nThe first day is dedicated to exploring the topic, defining what it consists of, how it is relevant to organizations and their managers, and the taxonomy it uses.  Cases will be used and examined from the SEM angle, notably the downfall of FORTIS and the Kerviel rogue trader affair at SOCGEN.  We discuss what their respective boards might have done, given that both crises have their roots in errors of a strategic nature for FORTIS and of a more operational nature for SOCGEN.\nThe second day will be devoted to discussing more recent examples, all having occurred after the Global Financial Crisis.  These include the Wells Fargo cross selling disaster, the downfall of SVB in California, and the collapse of Crédit Suisse.\nAs a summing-up, participants will be invited to discuss and evaluate their corporate strategies on SEM in subgroups and share their insights with the all group.\n \nPROFESSORS\nPeter Nathanial\nIs an IMD Executive in Residence and co-founder and co-Director of IMD’s Bank Governance Program. A Former Group Chief Risk Officer and member of the Executive Committee of The Royal Bank of Scotland Group, he is a Former Global Head of Risk Oversight at Citigroup.\n\nLudo Van der Heyden\nBecame a Distinguished Scholar at IMD in September 2022. He supports IMD’s developmental activities and programs in the banking sector, including the Bank Governance program. Ludo is the founding Academic Director of INSEAD’s Corporate Governance Centre (ICGC) and was co-Dean of INSEAD (1990-1995).\n
URL:https://ifb.pt/cursos/governance-of-mistakes/
ORGANIZER;CN=Catarina Santos:MAILTO:c.santos@ifb.pt
CATEGORIES:- (Cursos),(Formação Avançada),Governance
LOCATION:Rua do Pau de Bandeira 4, 1249-021 Lisboa
ATTACH;FMTTYPE=image/jpeg:https://ifb.pt/wp-content/uploads/2024/05/IFB-Formacao_179.jpg
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