Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
Risk, Strategy & Responsible Growth
Bring integrity risk into major strategic choices before commitments are made. 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.
Board members, chief executives and strategy 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
A strategic decision challenge brief.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Connect strategy and exposure
Market, product and partnership choices.
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Connect strategy and exposure
Market, product and partnership choices.
Discussion focus
- Market, product and partnership choices.
- Assumptions requiring validation.
At the table: Discuss how market, product and partnership choices affects the scenario, identify the evidence you would request and agree who should act.
02Separate constraints from preferences
Requirements that cannot be traded away.
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Separate constraints from preferences
Requirements that cannot be traded away.
Discussion focus
- Requirements that cannot be traded away.
- Commercial choices within lawful boundaries.
At the table: Discuss how requirements that cannot be traded away affects the scenario, identify the evidence you would request and agree who should act.
03Explore strategic options
Proceed, redesign, defer or decline.
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Explore strategic options
Proceed, redesign, defer or decline.
Discussion focus
- Proceed, redesign, defer or decline.
- Conditions and safeguards for each option.
At the table: Discuss how proceed, redesign, defer or decline affects the scenario, identify the evidence you would request and agree who should act.
04Test execution readiness
Resources and local capability.
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Test execution readiness
Resources and local capability.
Discussion focus
- Resources and local capability.
- Independent review and assurance needs.
At the table: Discuss how resources and local capability affects the scenario, identify the evidence you would request and agree who should act.
05Define decision gates
Evidence needed for approval.
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Define decision gates
Evidence needed for approval.
Discussion focus
- Evidence needed for approval.
- Triggers to pause or revisit the decision.
At the table: Discuss how evidence needed for approval affects the scenario, identify the evidence you would request and agree who should act.
06Rehearse an investment discussion
Challenge the market-entry case.
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Rehearse an investment discussion
Challenge the market-entry case.
Discussion focus
- Challenge the market-entry case.
- Record conditions, ownership and follow-up.
At the table: Discuss how challenge the market-entry case 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.
Management proposes a rapid entry into a new market through a well-connected intermediary.
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
A strategic decision challenge brief.
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.