THE 2ND ANNUAL ICPAK CHAPTER SEMINAR – UNITED KINGDOM
Date: 14TH – 16TH JUNE 2017
VENUE: LONDON, UNITED KINGDOM
Theme: Visionary Leadership for Organizational Success
Visionary leaders are the builders of a new dawn, working with imagination, insight, and boldness. They present a challenge that calls forth the best in people and brings them together around a shared sense of purpose. They work with the power of intentionality and alignment with a higher purpose. Their eyes are on the horizon, not just on the near at hand. They are social innovators and change agents, seeing the big picture and thinking strategically. There is a profound interconnectedness between the leader and the whole, and true visionary leaders serve the good of the whole. They recognize that there is some truth on both sides of most polarized issues in our society today. They search for solutions that transcend the usual adversarial approaches and address the causal level of problems.
About the Theme
Themed ‘Visionary Leadership for Organizational Success’ The 2nd Annual ICPAK Chapter Seminar will delve on key aspects a visionary leader should have as part of success strategy
The areas to be addressed include:
- Business Intelligence: Challenging The Status Quo
Organizations today are awash in information yet often short on solutions, methods and talent for using it. Information about the most important facets of the business – customers, processes, employees, competition – is gathered but at times analyzed, guessed about rather than acted upon. Thus, the status quo prevails and opportunities to improve performance, often dramatically, go unnoticed. This session will look at how organizations can use business intelligence to grow their revenues
- The Accountancy Profession in the United Kingdom- Status, Future and Opportunities
This session will provide an update of the development of the Accountancy profession in United Kingdom; highlighting the status, prospects and anticipated opportunities and challenges for professional accountants in the country and abroad.
- The Search for Talent: Nurturing Versus Hiring
Your employees are your organization’s competitive advantage. Their collective skills and experiences are crucial to meeting your business goals and staying competitive in your market. But, as they say, there is more than one way to skin a cat, and great talent can be either acquired or developed. Which is best?
- Public Finance Management Regulations 2015: Key Areas to Note for Public Sector
PFM is an essential Part of the national development process. PFM includes all Phases of the budget cycle, including planning, the budget cycle, including planning, the preparation of the budget, budget execution, internal control and audit, procurement, monitoring and reporting arrangements, and external audit.
The PFM Act 2012 is to be read in conjunction with the PFM regulations, 2015, which give the guidelines on how to apply the Act. The Opportunities and Challenges lie both in the interpretation and application of the law or lack of it.
- Management and the Board: A Case for Enhanced Corporate Governance
Corporate board directors rely on senior management for accurate, timely information on the company’s strategic initiatives, risks, controls, and challenges. In turn, management relies on directors for wisdom and judgment gained over years of business or other experience. To establish and maintain productive, working relationships with senior management, boards and committees have adopted practices designed to improve communication, foster trust, and promote cooperation. They encourage organized, purposeful meetings that surface dissenting opinions and move discussion towards a meaningful end. They use executive sessions to understand the key challenges and priorities of senior management. Outside the boardroom, directors often seek deeper relationships with executives through informal meetings. A key challenge for the board is maintaining its objectivity while building strong relationships with management. Directors should courageously and persistently challenge management’s thinking, while recognizing the distinction between providing management and oversight.
- The Digital Era: Preparing for Cyber Attacks
Companies are largely unprepared for an assault by hackers and fail to mitigate the risk of cyber-attack as a business priority despite the growing probability they will become victims. Cyberattacks and online disinformation campaigns will define the next generation of conflict, and they will unfold silently, invisibly and relatively inexpensively. The threat is real and organizations need to be equipped with the means to keep the cyberpeace. It’s now incumbent on policymakers to help keep information secure and infrastructure safe.
- Fraud Risk Management: Role of Top Executives
The risk of fraud is just one of the many types of risks to be managed by an organization. Fraud risk management needs to be embedded in an organization’s DNA in the form of written policies, defined responsibilities, and on-going procedures that implement an effective program. There needs to be a clear role for the Board and top management in setting these policies with reporting in place to convey the required information about the program and its performance to them. The tone from the top will be reflected in the perception of fraud prevention and detection throughout the organization.
It is important to have a responsible person with adequate resources and access to top management running the program. This person should be charged with designing and evaluating the program, and for communicating it throughout the organization as appropriate
- Strategy Excellence: From Strategic Vision to Tactical Execution
Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different. The biggest risk is not taking any risk. In a world that’s changing quickly, the only strategy that is guaranteed to fail is not taking risks.
Coming up with a great strategy is one thing, but implementing it to get the expected results is quite another. Therefore, the real challenge in strategy is in execution. Professionals require the skills and competencies to go from strategy formulation to day-to-day tactical execution while ensuring the achievement of results that align with the strategy.
- Communicate to Lead
Managers and leaders need to be able to communicate effectively to engage and connect with others. This requires listening effectively, avoiding filters or biases, rephrasing, and speaking persuasively. Exceptional listening skills and the ability to convince others to your way of thinking make the difference between good and great leaders.
Pure listening builds trust, credibility, and respect. One reason is because when you fully listen, instead of trying to compose your response, the result is a relevant and on-target response. What you say is proof of how well you listen. In addition to listening skills, a recent survey of Fortune 1000 firms, determined that persuasion skills are one of the top 10 skills managers and leaders need for success. The ability to influence people is regarded as vital to the overall effectiveness of teams and organizations.
London is the political, economic and cultural capital of Britain, and its world class tourist attractions are renowned across the globe. The Greater London area is bursting with attractions for visitors of all ages. With 30 historic gardens and 123 historic buildings, London also has more than 200 museums, 600 cinema screens, and 108 music halls. London’s 33 boroughs, including the City of London, are spread over an area of 1572 square kilometres. The river Thames runs through the heart of London, from Richmond in the west, through the central London borough of Westminster, to Greenwich in the east. London river cruises and river buses are a great way to see the city.
London is incredibly well-connected, with five international airports and the high-speed Eurostar rail link. More than 50 countries are within a three-hour flight time and 310 international destinations have direct links to London. London’s history stretches back over thousands of years, and the city boasts four World Heritage Sites: the Palace of Westminster and Westminster Abbey, the Tower of London, Maritime Greenwich and the Royal Botanic Gardens, Kew.
Members of ICPAK and reciprocating professional bodies will be awarded 20 CPD Units upon successfully attending all seminar sessions.
Members of ICPAK and other finance related professionals interested in leadership, audit, risk management and financial management in the United Kingdom and Kenya.
Your Financial Commitment
The seminar charges for the 2nd Annual Chapter Seminar – United Kingdom are as follows:
|Category||Early Bird Registration||Normal Registration|
|Booking & Payment on or before 10th May 2017||Booking & Payment or LSO/LPO received by ICPAK after COB 10th May 2017|
|Members||KShs. 89,950.00||KShs. 94, 950|
|Non-Members & International Delegates||KShs. 94, 950||KShs. 99, 950|
|ICPAK United Kingdom Chapter members||TBC||TBC|
Delegates may pay in consecutive monthly instalments using the early bird rate provided the final instalment is by end of the early booking period, in this case 26th May 2017
Delegates from other nationalities are requested to check with their United Kingdom Embassy/ High Commission for their travel requirements.
We will assist on letters of invitation or any other confirmations that may be needed to facilitate issuance of VISAs
If you have special dietary or religious requirements, or should you need any particular assistance kindly refer to the event coordinator on email@example.com
Online Booking and more information
We call on seminar participants to note that booking for the 2nd Annual Chapter Seminar – United Kingdom is available only online at www.icpak.com/events and will close on the 26th May 2017. Delegates are reminded to note that online booking for events is mandatory. For more information or enquiries please email firstname.lastname@example.org or visit www.icpak.com