Aligning
Organisations,
Culture and People
for Strategic
Transformation
Risk & Assurance People
Integral Non-Technical Capability
Development Program ©
VUCA
• In the converging digital, social and mobile
business worlds - connecting customers,
employees and partners in new ...
IBM GLOBAL CEO SURVEY 2012
• In this environment, while the need for robust
risk management and assurance remains, it is
e...
Increasing Complexity
• In our increasingly complex
and ambiguous world, how
do Risk Management &
Assurance practitioners
...
Risk Management & Assurance Capability
• Technical skills remain absolutely necessary, but are not
sufficient on their own...
• In the VUCA environment, the non-technical
attributes of Risk Management & Assurance
performance are increasingly import...
Communication
Cultural Mastery
Capability Mastery
Engagement
Strategic Mastery
Policies
Relationships Politics
Systems
Per...
INTANGIBLE TANGIBLE
INDIVIDUAL
COLLECTIVE
THINGS THAT
WE CAN SEE,
TOUCH AND
MEASURE
THINGS THAT
WE CAN’T SEE,
TOUCH AND
ME...
INTANGIBLE TANGIBLE
INDIVIDUAL
COLLECTIVE
Personal Mastery
Personality
Attitudes
Engagement
Meaning
Capability Mastery
Beh...
Cornerstone’s Integral ApproachIntegral Framework
• Cornerstone uniquely tailors consulting and
development programs using...
12
Development Research
Creative and
Relationship
Attributes
Task and
Reactive
Attributes - often
perceived as
where Risk ...
There is a high correlation between personal development maturity, creative
leadership behaviours and downstream leadershi...
Auditor
Development
Stage
Description / Primary Focus / Characteristics Integral
Quadrant
Orientation
Compliant Rules and ...
Development typically incorporates tailored individual,
team, group and ‘on the job’ components and is designed
for partic...
Capability
Description 
LEVEL  JUNIOR SENIOR MANAGER
Self Leadership
Self Awareness &
Authenticity
Values Based
Leadersh...
cornerstoneintegral.com
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Risk & Assurance Integral Non Technical Capability Development program ©

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In our increasingly complex and ambiguous world, how do Risk Management & Assurance practitioners build and deploy the capability necessary to deliver greater value and be perceived as Trusted Advisors?

Technical skills remain absolutely necessary, but are not sufficient on their own. The most effective Risk Management & Assurance team possesses a broad range of non-technical attributes in addition to deep technical expertise.
Cornerstone uniquely tailors consulting and development programs using the Integral Framework. Integral thinking and application (i) is a holistic perspective on organisational life (ii) is one of the most significant frameworks capable of taking into account the rapid rates of change and complexity emerging in the global marketplace (iii) Has increased potential to deliver the requisite outcomes both tangible and intangible. It has significant application for career, leadership and organisational development.

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Risk & Assurance Integral Non Technical Capability Development program ©

  1. 1. Aligning Organisations, Culture and People for Strategic Transformation
  2. 2. Risk & Assurance People Integral Non-Technical Capability Development Program ©
  3. 3. VUCA • In the converging digital, social and mobile business worlds - connecting customers, employees and partners in new ways to each other and to organisations, CEO’s note one of their more significant challenges is operating in a global business environment that is Volatile, Uncertain, Complex, Ambiguous (VUCA). IBM GLOBAL CEO SURVEY 2012
  4. 4. IBM GLOBAL CEO SURVEY 2012 • In this environment, while the need for robust risk management and assurance remains, it is evolving to meet the volatile, uncertain, complex, ambiguous and increasing pace of business. • CEOs are increasingly looking to engage their employee’s through values, shared beliefs and a stronger sense of purpose to guide decision making. VUCA
  5. 5. Increasing Complexity • In our increasingly complex and ambiguous world, how do Risk Management & Assurance practitioners build and deploy the capability necessary to deliver greater value and be perceived as Trusted Advisors?
  6. 6. Risk Management & Assurance Capability • Technical skills remain absolutely necessary, but are not sufficient on their own. • The most effective Risk Management & Assurance team possesses a broad range of non-technical attributes in addition to deep technical expertise.
  7. 7. • In the VUCA environment, the non-technical attributes of Risk Management & Assurance performance are increasingly important. • These include adaptability, self awareness, the ability to easily span organisational, international and cultural boundaries, collaborate more effectively and think at a holistic human network level. Risk Management & Assurance Capability
  8. 8. Communication Cultural Mastery Capability Mastery Engagement Strategic Mastery Policies Relationships Politics Systems Performance Meaning Systems Attitudes Personality Attitudes Accountability Relationships Team Morale Strategy Results Structures Performance Results Systems YOUR COMPANY
  9. 9. INTANGIBLE TANGIBLE INDIVIDUAL COLLECTIVE THINGS THAT WE CAN SEE, TOUCH AND MEASURE THINGS THAT WE CAN’T SEE, TOUCH AND MEASURE BUT ARE STILL VERY REAL Integral Framework
  10. 10. INTANGIBLE TANGIBLE INDIVIDUAL COLLECTIVE Personal Mastery Personality Attitudes Engagement Meaning Capability Mastery Behavioral Performance Accountability Results Cultural Mastery Relationships Communication Politics Team Morale Strategic Mastery Systems Strategy Structures Policies Integral Framework
  11. 11. Cornerstone’s Integral ApproachIntegral Framework • Cornerstone uniquely tailors consulting and development programs using the Integral Framework. • Integral thinking and application  Is a holistic perspective on organisational life  is one of the most significant frameworks capable of taking into account the rapid rates of change and complexity emerging in the global marketplace  Has increased potential to deliver the requisite outcomes both tangible and intangible. • It has significant application for career, leadership and organisational development.
  12. 12. 12 Development Research Creative and Relationship Attributes Task and Reactive Attributes - often perceived as where Risk & Assurance ‘lives’
  13. 13. There is a high correlation between personal development maturity, creative leadership behaviours and downstream leadership effectiveness, particularly in dealing with ambiguity & complexity and resultant organisational performance. Development Research
  14. 14. Auditor Development Stage Description / Primary Focus / Characteristics Integral Quadrant Orientation Compliant Rules and regulations oriented, tangible, tick the box, transactional, wants to belong, obeys group norms, rarely rocks the boat Expert Logic and expertise, rational efficiency, process quality, procedures and best-practice, value preservation, identifies self with role Achiever Actions and goals oriented, achieves goals through teams, delivery of KPI’s, effectiveness, efficiency, acknowledgement Collaborator People oriented, collaborative, value creation and preservation, develops solutions to bridge strategy & performance Trusted Advisor Holistic, relational, whole system view, organisational perspective, comfortable in ambiguity and complexity, sought out, seat at the table, value creation. Risk & Assurance Development Maturity
  15. 15. Development typically incorporates tailored individual, team, group and ‘on the job’ components and is designed for participants to develop the leadership, relationship and thinking capacities fundamental to progressing to ‘Trusted Advisor’ status. The indicative mix of learning outcomes achieved is via: • Workplace Learning – 70% • Coaching/Mentoring – 20% • Coursework/Training – 10% Development Program
  16. 16. Capability Description  LEVEL  JUNIOR SENIOR MANAGER Self Leadership Self Awareness & Authenticity Values Based Leadership Overcoming Immunity to Change Dialogue & Collaboration Communication & Influencing Negotiation & Courageous Conversations Authentic Dialogue Dealing with Uncertainty & Ambiguity Taking an Integral Perspective Adapting to a changing workplace & world Systems Thinking Solution Oriented Mindset - Curiosity and Innovation Growing Through Goals Knower/Learner & Victim/Responsibility Partnering for Value Relational Leadership Building Effective Relationships Developing People Influencing Across Boundaries Indicative Development Topics
  17. 17. cornerstoneintegral.com

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