Traditional approaches to corporate documentation — a library of policies, procedures, manuals, and other documents — are not effective for managing multiple, complex compliance requirements.
Traditional approaches:
• Carry a high, and frequently hidden, risk of non-compliance
• Are time-consuming and expensive to maintain and audit
• Do not provide executives and directors with assurance that their organization is aware of all its obligations and doing everything it should to meet them.
The knowledge management approach to governance and compliance documentation offers a solution to these problems. It provides a structured, disciplined approach to managing the organization’s obligations and the activities and controls it has in place to meet them.
This approach
• Is simpler to set up and operate
• Identifies overlaps, gaps, duplications of effort, and ambiguities of accountability and responsibility
• Reduces the total quantity of documentation (typically, in our experience, by over 60%)
• Provides line-of-sight governance: directors and executives can see that their organization is meeting its obligations

Target audience - Who would benefit from this webinar
• Managers with accountability for specific governance and compliance requirements (quality, safety, environment, KYC, TCF, etc)
• Managers with overarching accountability for governance and compliance
• Executives and directors with personal liability for their organization’s compliance status

Content and benefits of the webinar
1. The risks and costs of traditional documentation
2. The knowledge management approach
3. Integrated compliance, line-of-sight governance
4. Accountabilities, responsibilities, turf wars
5. Getting value from legacy documentation

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Innovation is led from the top but happens on the frontline

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Tactical & Strategic Planning When Facing Runaway Risks Sustainability and Value Through Convergent Risk Assessments

Harvard Business Review ranked DBS Bank in the top 10 digital transformations of the last decade.

Simultaneously the bank was awarded the World’s Best Bank by Euromoney, The Banker and Global Finance over a 12-month period. It is the first bank in the world to receive this recognition.

How did DBS achieve this recognition and successfully transform when more than one out of digital transformations fail?

Under the stewardship of CEO Piyush Gupta, the bank transformed from banking being a pain to “Making Banking Joyful” for its customers. Discover how the bank leveraged technology to make banking invisible to achieve this.

This keynote highlights how DBS created a 28,000-employee start-up, transformed its core and became customer-obsessed—the bank’s three strategic priorities for implementation. It explains what the bank did differently to implement its strategy while sharing intriguing lessons from three years of research, interviews and development of the book, World’s Best Bank: DBS’s Strategic Guide to Digital Transformation.

Discover how:
• The bank’s digital purpose aligned and inspired everyone.
• DBS adopted the term “GANDALF” to transform its technology architecture.
• DBS initially engaged employees and encouraged innovation by introducing hackathons.
• Customer journeys became the core of everything the bank does.
• It became the first bank in the world to launch an ecosystem platform.
• It transform to a digitally driven organization.
• It measures a digital strategy, showing on its P&L that digital customers are twice as valuable as traditional customers.
• It adopted agile, DevOps, design thinking, AI, ML and other tools.
• It developed algorithms to know when employees considered leaving.
• As a responsible citizen of the world, DBS is enhancing its focus on sustainability.

Woven throughout the keynote are examples and stories stemming from Robin Speculand’s research for his new book World's Best Bank: DBS’s Strategic Guide to Digital Transformation

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Mindset Moments | Connecting with your inner CEO
with a focus on
• The power of thoughts
• How to master your mind
• Creating certainty in times of uncertainty

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Digitalization is rapidly becoming a hygiene factor in leading organizations. Leaders have now embraced the need and integrated it into every part of their business while staying focused on its value to customers.

Yet fewer than one in five digital implementations are succeeding.

The top reasons for such a high failure rate is that leaders fail to change their mindset and their organization’s culture. They don’t recognize it’s about transforming the whole business model, not applying “digital lipstick.”

In fact, leaders often find themselves overwhelmed with many different moving parts when implementing digital. They ask, “Should we start by adopting cloud or becoming agile or leveraging AI or integrating DevOps or focusing on security or training employees in new skills or becoming data-driven . . . ?”

First, a digital vision is required to ensure leaders are creating alignment across the business and consistency in actions and measures. They are then responsible for creating their “playbook” by (1) identifying how digitalization affects their customers and (2) deciding what needs to transform internally.

Still, many leaders struggle to understand not only what is required for their organization but also from themselves. This interactive presentation challenges them to avoid the most common mistakes and guides them toward what works. It presents the Ticking Clock© Model that identifies the three strategic stages and 11 operational steps for any organization implementing digital, and it sets up a holistic playbook for leaders to follow.

The presentation also shares digitalization best practices using cases and secrets from around the world while sharing insights from the Digital Implementation Playbook.

Presentation Highlights:

Pinpointing why digital implementation frequently fails

The Ticking Clock© Model – highlighting the strategic and operational requirements

Explaining how the Ticking Clock works with examples and use cases to reinforce key points

Register for his webinar here.

Discover more about Robin

Robin Speculand is a recognized pioneer and expert in strategy and digital implementation. He is driven to transform strategy implementation globally by inspiring leaders to adopt a different mindset and approach. He is the founder of three companies and three business associations. Robin is CEO of Bridges Business Consultancy Int and co-founder of the Strategy Implementation Institute and Ticking Clock Guys. A TEDx presenter, facilitator for IMD and an adjunct faculty member for Duke CE and Singapore Management University, this international bestselling author has sold more than 50,000 books worldwide. He recently co-authored the Digital Implementation Playbook.

It’s time we give women more credit for the real value they deliver to teams, customers, and business results.
Research shows that women have a higher win rate than men, which is consistent with the fact that women rate higher in key competencies for top sales performers.
However, research shows that the sales function has the second largest gender equity gap of all business functions after supply chain. The same research shows that companies with more women in their workforce achieve better business results. In addition, different research has found that sales units led by female managers displayed higher effectiveness in terms of better job satisfaction and job involvement; lower role ambiguity, job anxiety, and burnout; higher organisational commitment; and with a lower propensity for staff to leave.

So, business and sales leaders, what are we waiting for?

Join Sue Barrett where she will explore and answers questions on:

1. Why it pays to have more women in your sales team and leadership roles
2. What women and men can learn from each other when it comes to sales and leadership
3. What are the qualities that women bring to sales, especially large complex sales, that put them in the upper echelons of sales performers?
4. Women are progressing but there are still obstacles in their way. What's preventing women from reaching their potential?

Ricky helps leaders achieve transformational change and results for themselves, their teams, and their businesses.

She is committed to helping people develop their authentic style and presence so they can connect and communicate with greater results.

In this presentation, Ricky will have a conversation with you about how you can present virtually and have greater influence and impact. She will be sharing best practice examples, tips and techniques for you to use from the lounge room to the board room.

Let Ricky help you and your team.

Ricky Nowak helps leaders achieve transformational change and results for themselves, their teams, and their businesses. She is committed to helping people develop their authentic style and presence so they can connect and communicate with greater results.

In this presentation, Ricky will share with you tried, tested, and trusted ways to commercialise your conversations and win more business. Ricky will discuss how you can ask for the business, ask for referrals and ask your clients questions that really resonate with them on every level, so they want to do business with you.

This presentation focuses on to how you can increase your results and the results of your business by shifting your mindset from surviving to thriving.
Her proven five critical disciplines method covered in this presentation will bring you closer to your people, your business, and your customers.

Leaders have been taught how to plan but not how to execute their plan, and this has created a strategy execution skills gap. The skills gap is a key reason that significantly more strategy executions fail than succeed.
This keynote addresses not only how leaders can become excellent in execution but why their success is more critical than ever.
After creating a strategy, leaders have to execute it, which is far from a fait accompli—especially in a digital world where execution can be extremely tough. Leaders themselves don’t execute strategy; their people do. Instead, they are responsible for overseeing the strategy they’ve crafted and then championing its execution.
Leaders are stewards of the strategy they create. Therefore, they must communicate it, align it to the culture, identify the right measures, change the processes, engage and support their people and constantly review its execution.
Strategy is about making the tough choices; execution is about taking the right actions.
Yet many leaders struggle because they underestimate the scale of the challenge and lack a framework to guide them. This results in taking the wrong actions at critical times. Due to accelerated market demands, they are also under pressure to deliver on their strategy promises quickly.
In providing leaders with the structure they require, this keynote introduces the Implementation Compass™. The Compass, a proprietary Bridges tool, highlights the eight areas of excellence in execution that direct leaders—and their whole organization—to take the critical right actions.

The Presentation
This straight-talking, highly engaging and informative presentation is invaluable to company leaders who want to avoid common pitfalls and achieve excellence in execution. It is delivered by a global thought leader and one of the most prolific writers in the subject – Robin Speculand.
It explores:
• Why strategy execution is one of the hottest leadership topics today
• The Implementation Compass providing stories, videos and examples
• How leaders identify the right actions and develop the discipline to take them
• Lessons on what works and what doesn’t work from around the world
Using stories, examples, videos, provocative questions and mini case studies, this keynote gives leaders an understanding of how to conquer the strategy execution challenge for their company.

Robin Speculand is a recognized pioneer and expert in strategy and digital implementation. He is driven to transform strategy implementation globally by inspiring leaders to adopt a different mindset and approach. He is the founder of three companies and three business associations.

If one eliminates the hype and slick sales pitch by vested interests, and examines the area of knowledge management from a business or organisational perspective, the solutions to knowledge management are not nearly as complicated or as expensive as they seem. Effective knowledge management is about identifying and securing the knowledge required to make the decisions needed to deliver the KPOs associated with each role within the organisation. Such knowledge is termed mission-critical knowledge. This methodology shows you how 3 metrics can inform the business simply and quickly where in the organisation its poor decisions are being made and where the organisation’s vulnerabilities lie.

Better, Faster - Total Sales Team Turnaround. We bring a well-researched 21st Century systems thinking approach to sales that includes a complete selling system which is engineered for growth, not personality driven. This is deliberate as we need leaders in business to shift their thinking away from seeing training as the ONLY solution to selling better when the right training is a part of the solution.

The Decision Hierarchy allows the organisation to state the relationship easily, accurately, and consistently between the organisation’s mission, and the way that every part of it contributes to that mission/purpose. The Hierarchy identifies a universal relationship between these elements that will accommodate the strategic choices made by corporations or the operational, structural, and cultural differences which exist in a heterogeneous, pragmatic, and commercial environment.

To receive the recording, register above and, in the box, please share which recording(s) you wish to receive.

Innovation is vital for success, particularly in tough and rapidly changing times, but according to research reports, organisations struggle to get it right. So why is embedding a focus on innovation frustrating organisational leaders? In this interactive presentation we explore why Innovation is Simple, But not Easy! You will learn that if you're serious about innovation, the first thing to do is to stop talking about it, and instead focus on the leadership actions needed to make it happen. By understanding your context for innovation and the ingredients involved in creating an organisational culture that supports creativity and innovation, you can take the necessary action to achieve enterprise innovation. This interactive presentation is based on Bill’s paper, Innovation is Simple, But not Easy!, which will be made available to all participants, plus some recent thoughts on how leaders can start to create a culture of innovation in their organisations.

The world is changing quickly. That ferocious speed is propelling us towards change and challenge in ways most of us thought would never happen to us in our lifetime. But challenged we are and the antidote to the anxiety now is taking action and not be exhausted by fear. The FIVE DISCIPLINES OF A LEADER’S MINDSET is designed to remove the noise and fear and replace it with results that are enduring, positive and exciting. Each component focuses on one of five exponential and exciting mindsets people need to unearth new models of work, community and home and help them develop resilient relationships and rewarding communication that fit into a brave new world. This presentation will include:
• Setting your mindset to set your outcome,
• The link between resilience and mindset,
• The gift of a growth mindset in volatile times.

If we accept there are cognitive biases in decision making, how can we account for this and help senior executives and Board members make better, less biased decisions? I’ll skip the academic studies and pull examples from the real world over a range of industries. Each example will demonstrate where bias could be present (we can never be sure!) and what could be done to reduce the likelihood of being affected. Management examples cover: strategy - development and execution; safety, touching on risk management in general; asset investment and divestment; managing people.

There are plenty of examples of risk management failures just in this year, let alone through history. With risk management being discussed, and taught, over the last 2,500 years, why do we see it still failing? Risk is multi-faceted, so it’s not surprising to find that the reasons for its management failures come in various flavours. But one common factor is clear – risk management is undertaken by people, and people aren’t dependable. A bad risk culture is a favourite culprit these days, but there’s more to it than that.

To receive the recording, register above and, in the box, please share which recording(s) you wish to receive.