Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
Executive Ownership of Compliance
Turn compliance commitments into decisions, resources and accountable delivery. A face-to-face workshop with facilitated discussion and a realistic leadership scenario.
6 connected modules1 leadership scenario1 leadership output
IS THIS FOR ME?
Designed for your seat at the table.
Chief executives and C-suite leaders.
How we tailor the session
Before delivery, we agree the audience, governance structure, sector and jurisdiction. Relevant organizational materials can inform the discussion through an agreed secure process. Legal responsibilities are reviewed with appropriate local advice.
WHAT YOU WILL TAKE AWAY
Turn discussion into leadership action.
Challenge the evidence
Use the programme’s questions to expose assumptions and unresolved issues.
Practise judgment
Discuss options and consequences in a facilitated scenario.
Leave with an output
An executive accountability and action map.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Clarify executive ownership
Business responsibilities and compliance advice.
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Clarify executive ownership
Business responsibilities and compliance advice.
Discussion focus
- Business responsibilities and compliance advice.
- Accountability that cannot simply be delegated.
At the table: Discuss how business responsibilities and compliance advice affects the scenario, identify the evidence you would request and agree who should act.
02Translate priorities into delivery
Objectives and operational decisions.
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Translate priorities into delivery
Objectives and operational decisions.
Discussion focus
- Objectives and operational decisions.
- Named owners and realistic milestones.
At the table: Discuss how objectives and operational decisions affects the scenario, identify the evidence you would request and agree who should act.
03Resolve cross-functional gaps
Finance, people, technology and operations.
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Resolve cross-functional gaps
Finance, people, technology and operations.
Discussion focus
- Finance, people, technology and operations.
- Handoffs and conflicting instructions.
At the table: Discuss how finance, people, technology and operations affects the scenario, identify the evidence you would request and agree who should act.
04Resource the work
Capacity, skills and systems.
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Resource the work
Capacity, skills and systems.
Discussion focus
- Capacity, skills and systems.
- Escalating constraints before failure.
At the table: Discuss how capacity, skills and systems affects the scenario, identify the evidence you would request and agree who should act.
05Manage exceptions and follow-up
Authorized decisions and documentation.
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Manage exceptions and follow-up
Authorized decisions and documentation.
Discussion focus
- Authorized decisions and documentation.
- Overdue actions and repeated slippage.
At the table: Discuss how authorized decisions and documentation affects the scenario, identify the evidence you would request and agree who should act.
06Reset the stalled plan
Assign business ownership.
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Reset the stalled plan
Assign business ownership.
Discussion focus
- Assign business ownership.
- Agree resources, checkpoints and escalation.
At the table: Discuss how assign business ownership affects the scenario, identify the evidence you would request and agree who should act.
The agenda is tailored before delivery. Duration, venue, facilitation arrangements and fees are agreed with your organization.
FACILITATED SCENARIO · FICTIONAL
A decision worth rehearsing.
A control improvement plan stalls because every function expects the compliance team to implement it.
Your challenge: distinguish the known facts from assumptions, challenge the options and agree an accountable next step.
What evidence is missing, and whose perspective is absent?
What can be decided now, and what requires further review?
Who owns the action, and when will you test progress?
YOUR PRACTICAL TAKEAWAY
An executive accountability and action map.
Develop a working draft through the session, then refine it for your organization’s governance arrangements.
What the output captures
- Key questions and evidence gaps from the scenario.
- Decisions, responsibilities and escalation points.
- Actions to adapt and review after the workshop.
DELIVERY AND COMPLETION
Face to face. Focused on judgment.
Prepare
Agree objectives and participant roles. Receive a concise briefing and tailored agenda before the session.
Discuss and rehearse
Work through facilitated challenges and scenarios. Separate board and executive sessions can be combined with a joint discussion where appropriate.
Apply and follow through
Leave with a working output and agreed next actions. This programme can stand alone or contribute to the complete Academy pathway.
Explore the complete pathway →Certificate arrangements
A Compliance House completion record identifies the programme attended. The proposed full Strategic Compliance Leadership certificate covers all 12 programmes and a facilitated capstone. Participation and completion criteria are agreed before enrolment; it is not an externally accredited qualification, professional licence or assurance of compliance.
YOUR NEXT STEP
Make this learning relevant to your work.
Discuss a tailored face-to-face session for your board, committee or executive team. We will confirm suitability, duration, delivery format, assessment arrangements and fees before you commit.