an interactive facilitated discussion diagnosing why current governance and risk management systems have seemed ineffective and what could be done
hosted by the Department of Health at their Westminster building.
facilitated by Gill Ringland and Peter Bebb.
Gill is CEO & Fellow of SAMI Consulting, a non-executive director of the Foresight Hub. Peter is the Founder and Director of Perendie, provider of a system which makes governance systemic, inclusive, transparent and predictive.
A summarised report of the meeting can be downloaded at CRSA Forum 16 December 2016 12 Shorter report
The full report can be downloaded at CRSA Forum 16 December 2016 12 Jan
PowerPoint slides for the meeting can be viewed at
Peter Bebb CRSA Forum 161216 Peter Bebb
Gill Ringland CRSA Forum 161216 Gill Ringland
Delegates Tweets and priorities CRSA Forum 161216 Voted Responses to Questions
A summary of the discussion can be viewed at CRSA Forum 29 March 2016 Incentives Corruption and Mission Command
The PowerPoint slides from the day can be viewed at
29 March CRSA Forum with votes PDF
9.30 Arrival and networking
10.00 Innovation in Governance. Prof Jeff Ridley.
Prof. Ridley referred to a number of documents in his talk. These included in the Resources page.
Innovation is an important value in all enterprises – private or public. It can contribute to good corporate governance and motivate best practices. Innovation is also an important if sometimes neglected value in all auditing. Jeff will draw on the results of research he and Ken D’Silva have done into innovation in internal auditing and relate this to his current research into creative thinking and innovation in all auditing. This will be a participative discussion for everyone to contribute and innovate.
Jeff is a former president of the Institute of Internal Auditors, Chief Internal Auditor of Kodak, author of several books on internal audit and a visiting professor at London South Bank University and University of Lincoln.
11.00 Innovation in Governance: from command and control to empowerment and teamwork Prof. Paul Moxey.
See http://www.crsaforum.com/the-future-of-governance for a copy of presentation and supporting materials.
Responses to recent scandals such as at Tesco, VW and several banks will likely lead to more command and control which could harm enterprise, innovation, creativity, trust, teamwork and workplace happiness. Drawing on work by Frederick Laloux in Reinventing Organisations and Causal Layered Analysis we will have an interactive session looking at the systems, world views, ideologies, myths and metaphors that have given us governance as it is today. We will consider how organisations and teams in them could evolve so that organisational life evolves to give greater freedom to self managing teams. It should be possible to have more control through less control as well as more innovation, value creation and job satisfaction.
Paul co-chairs the CRSA Forum, is visiting professor in corporate governance at LSBU, a SAMI Consulting Fellow and a thinker, educator and consultant in governance, risk and culture.
12.40 The Case for Regulation, or, Why Can’t We all Just Get Along?” Daniel Roberts
Dan is the Group Head of Risk at First Central Group, and is a 35+ year professional in the fields of Risk, Governance and Internal Audit.
13.40 Conclusions, plans and future meetings
Evaluating Boards Julia Casson
How can boards optimise organisational performance by promoting high ethical standards and effective ways of working? What part can board evaluation play in this?
Julia Casson is Director of Board Insight, a governance consultancy offering board evaluation, director development programmes and other bespoke governance services, all with the aim of offering boards practical ways to improve their effectiveness
Time to think Mitzi Wyman
Creating the conditions and a culture where everyone van think independently for themselves
We are directing public and private sector organisations in a very changed world in the 21st century, using resources faster than nature can regenerate them and against a backdrop of ever- greater transparency. One of the biggest challenges we face is denial – failing, or being unwilling, to see what is in front us. And yet, here at the early part of the 21st century, perhaps we are reaching a tipping point in our understanding and willingness to take responsibility for our actions. In her widely acclaimed book, ‘Wilful Blindness’, Margaret Heffernan has explored in depth the unwillingness to admit to ourselves or colleagues the problems in plain sight that can ruin relationships, bring down corporations and contribute to global catastrophe such as climate change; at a recent event to promote Integrated Reporting, Mark Carney, the Governor of the Bank of England, spoke about the ‘Tragedy of Horizons’, acknowledging the failure of the business community and investors to think beyond the short term; in reporting arrangements, the International <IR> Framework, released in December 2013, is now gaining global momentum with more organisations signing up to and beginning to speak the language of sustainable business. And in 2015, Pope Francis will be addressing the UN in Paris on climate change and its devastating effects.
These changes taking place at a macro level need to be reflected at the micro level too, of individual habits and intentional behaviours that make up what happens in the boardroom. A plethora of reports have highlighted the failures in corporate leadership that contributed heavily to the global financial crisis. These include:
dominant personalities or groups
We will consider the conditions that are needed to create environments which generate fresh, independent thinking where people are free to think with rigour, imagination, courage and grace and commend the application of the Thinking Environment methodology, pioneered by Nancy Kline, because today, in 2015, thinking for yourself is still a radical act.
Mitzi Wyman is a solicitor by background who supports leaders and senior teams to make a difference and to develop cultures where everyone has a voice. She has a wealth of experience gained in the public and private sector as a regulator (the Law Society), Non Executive Director (NHS) and thought leader (the King’s Fund). She is a Senior Advisor to the International Integrated Reporting Council (theIIRC.org) a global coalition of standard setters and corporations transforming the way organisations communicate the story of their business. She has an MSc in Organisational Psychiatry and Psychology (KCL).
CRSA Forum plans for the future (CRSA Forum Steering Group)
CRSA and the CRSA Forum in 1994 and now Darryl Clarke
Darryl chaired the Forum (then known as the CRSA User Group) in the mid 1990s when many organisations were experimenting with this new approach to assessing control and risk. Much has changed in how organisations look at control and there is more regulation and prescription about what to do. Now that problems with culture have been identified as a major weakness in parts of financial services and in the public sector CRSA seems more relevant than ever.
Darryl Clarke is Managing Director Panacea Compliance Limited and Forum chair in 1994
An alternative to command and control? Paul Moxey
Believe it or not there are other ways of managing high performing organisations
Richard Barrett Culture Transformation Tool, Ruth Steinholtz Aretework
Creating value through governance, Mark Wearden, University of Lincoln
A potential framework of activity for boards to use governance to create value. Mark outlined how a framework developed by Paul Moxey and Adrian Berendt in the ACCA consultation Creating Value Through Governance could be used by boards to challenge their existing processes and use governance to create more value.
Discussion about the Forum with results of polling on questions CRSA voting 25 March with votes
The meeting was held at Kings College London on 18 December.
The Forum heard fascinating sessions from Sue Kean, Group Chief Risk Officer and Sue-ann Ind Group Head of Governance & Prudential Compliance – Group Enterprise Risk Management at Old Mutual Group. They described the OMG approach to understanding and strengthening values and culture. They covered
Finally, there was a lively discussion about the future of the CRSA Forum.
The 6 Stage Lighthouse Model Peter Hanley
The 6 Stage Lighthouse is a management model incorporating all the aspects that a project or enterprise needs to address to achieve desired outcomes with the minimum of inputs. Peter Hanley Lighthouse graphic for CRSA website 15September2015