Leading Strategic Leadership Teams
5 days|Delivered on request
This programme is for the person accountable for the work rather than the person doing it. It covers mergers and integration and delegation and accountability from the position of someone who must review, approve and answer for the output. Managers carry this because executives are increasingly appointed for functional depth and then judged on enterprise judgement, and the accountability does not delegate cleanly. Delegates leave able to work confidently with organisational culture, leading distributed teams and corporate governance in their own organisation.
What delegates leave able to do
- Make a decision about organisational culture without waiting for a specialist, measured against the King IV governance code
- Bring leading distributed teams into line with current good practice
- Review corporate governance and say plainly whether it is working
- Take ownership of board reporting rather than escalating it
What the course covers
- Mergers and integration
- Delegation and accountability
- Organisational culture
- Leading distributed teams
- Corporate governance
- Board reporting
- Succession at executive level
Who should attend
- board members
- senior managers preparing for executive roles
- divisional heads
- general managers
- heads of function
