145 instructor-led courses in Leadership & Management — classroom training in 50+ cities across five continents, and live online, with published dates and a certificate on completion.
145 courses
Disruption now arrives through public-health events, cyber incidents, supply interruptions, changing customer behaviour, workforce…
Administrative operations depend on reliable routines for requests, records, meetings, communications, purchasing, events and repo…
Senior administrative professionals are expected to do far more than maintain calendars and process correspondence. They coordinat…
Leaders are expected to maintain delivery, make sound decisions and keep people focused when priorities shift, information is inco…
Artificial intelligence is moving from experimentation into credit decisions, recruitment, customer service, fraud detection, publ…
AI systems that make recommendations, generate content, automate decisions or act through software agents create governance questi…
Senior managers increasingly face strategic decisions shaped by volatile demand, regulatory change, supply constraints, customer b…
Audit committees sit between the board’s duty to oversee stewardship and management’s responsibility to run the business. They mus…
Many strategic plans fail after approval because objectives, measures, initiatives, budgets and management meetings remain disconn…
Bank managers must turn commercial objectives into customer outcomes without weakening conduct, credit, operational or information…
Boards are expected to set direction, appoint and challenge the chief executive, protect stakeholders, and account for major decis…
Business acumen is the ability to connect customer needs, market conditions, operating choices and financial results before making…
High-potential leaders are expected to deliver results beyond their current remit while building trust, developing others and hand…
Leadership agility is the capacity to lead effectively when the problem is unclear, stakeholders disagree, and familiar plans no l…
Senior managers are expected to set direction while managing competing priorities, uncertain markets, financial constraints, polit…
Strategic plans often fail because they are assembled as annual documents rather than used to make choices. Leaders may have ambit…
Workplace transformation fails when technical delivery is treated as the finish line. New systems, structures, policies and proces…
Projects often meet scope, budget and technical milestones while failing to achieve the intended business result. New systems go u…
Organizations often install new systems, redesign services, merge teams, or introduce controls with sound technical plans yet unev…
Managers are often expected to develop people while meeting delivery targets, correcting performance and responding to employee co…
Senior leaders are increasingly accountable for outcomes they cannot deliver through their own authority: an interagency service r…
Leadership is enacted through conversations: setting direction, making decisions, addressing performance, handling disagreement, b…
Boards face increasing scrutiny over decisions, oversight quality, conflicts of interest, financial reporting, conduct and stakeho…
Financial institutions face governance pressures that differ from most commercial organisations. Boards must oversee capital, liqu…