This programme offers an ideal opportunity to strengthen your understanding of the director’s role and how to serve the firm more effectively.In Singaporean law, the board of directors is held to be ultimately responsible for virtually every aspect of their company’s activities. However, it is impractical for a board to attempt to supervise all aspect of the company’s operations. Thus, boards need to think carefully about their roles and functions and not just accept management agendas.The role of the company director continues to be shaped by a multitude of forces including economic uncertainty, larger and more complex organizations, the increasing pace of technological innovation and a more rigorous regulatory environment. At the same time there is more onus on directors to operate transparently and be more accountable for their actions and decisions.Launched in 2007 in partnership with Singapore Institute of Directors (SID) and continuously updated, the Singapore Directorship Programme (SDP) is the only local directorship training programme leading to the SID Accredited Director status with exam exemption. Set within an Asian context, the six core modules and one elective module are designed to enhance participants’ boardroom skills and update their knowledge and capabilities to navigate an increasingly complex business environment.The SDP is structured in two parts, inline with SID's Accreditation Framework. Participants can obtain a Board Executive Certificate in Directorship by completing the first three modules or continue to obtain a full Accredited Diploma in Directorship by completing all six core modules successfully, with the option to take up module 7 as an elective. The modules can be taken non-sequentially in a period of 24-36 months, providing scheduling flexibility. The first three modules are especially catered to C-suites and senior executives who desire to acquire the foundational knowledge required to prepare themselves to become board directors.Learning methodsEach module relies heavily on peer learning and the collective intelligence and experience of the participants. Questions and objections are thus highly encouraged during the interactive lectures, group discussions, case studies and simulations. Each module is followed by an assessment made of multiple-choice questions and at least one open question which challenges the participants to translate the learning of the module to their organisation or an organisation that they know well.SID Director Competency ModelThe SDP fully supports the SID Director Competency Model[1], as followsCompetency  AreaDefinitionMODULES1234567GovernanceThe ability to effect appropriate governance structures and corporate culture to guide and progress the business affairs of the company in a manner that enhances long-term shareholder value, whilst taking into account the interests of other stakeholders.XXXXXXXDuties and PracticeThe understanding of what the role and duties of a board director entails. The ability to adopt board practices that will lead to a credible, and efficient Board and a constructive relationship with Management.X X    FinancialThe ability to review financial statements, question accounting treatments, establish internal controls and ensure financial statements and accounting standards are in accordance with ACRA requirements. X     RiskThe ability to assess, manage and mitigate risks an organization faces as part of its business, financial, legal, strategic, human and digital activities. This includes the appropriate risk tolerance to minimise liability and safeguard the long-term success of the organisation.XXXXX XStrategyThe ability to participate in the development of the company’s strategic plan, identify business options and consider the best strategy to achieve organisational goals. XX X XDigitalThe ability to provide direction and advice on how digital technology can enable business strategy, oversight for financial investment into digital assets, and governance for high-risk investments that are integrated with business strategy and financial management practices.  XX  XHuman CapitalThe ability to enhance human capital and workplace issues such as diversity, culture, performance, employee engagement and talent, that support business strategy and impact corporate culture.  X  XXSustainabilityThe ability to define structures, policies and processes necessary for a company to manage sustainability response to potential financial risks and opportunities.    X  [1] For more details about the SID Director Competency model, please contact SID here.

In partnership with the Singapore Institute of Directors (SID), this unique module provides a 360-degree board-level view of key strategic areas and issues faced by company directors.The Board has ultimate responsibility for managing risks. The Board should determine the company’s levels of risk tolerance and risk policies, and advise management in the design, implementation and monitoring of the risk management and internal control systems intended to avert crises. Consequently, the Board must work with management in dealing with unpredictable events which may lead to crisis. Of particular importance in our digital world, cybersecurity is now a core component of risk management.

The Steward Leadership Advantage — An Executive Education Programme based on the Steward Leadership Compass©.Although technological advancements have led to life-changing innovation in recent years, the first two decades of the 21st century have already witnessed two global recessions, socio political strife, severe resource/income inequality and massive environmental degradation. We live in times where exciting growth opportunities coexist with existential threats to current and future generations.Can businesses fully exploit the growth opportunities and sustain success without addressing planet Earth’s existential crisis? Is it possible to drive superior shareholder returns by addressing the very challenges that are threatening us? If so, will traditional models of leadership, management and governance be adequate?As some companies have learned the hard way recently, the answer is a big NO. In today’s brave new world, we need brave new thinking that creates a win-win-win scenario wherein individuals, organisations and humanity at large can thrive together. To enable this, business bosses must mature into Steward Leaders.Join us at The Steward Leadership Advantage Programme to learn how Steward Leaders can future-proof organisations by activating the Steward Leadership Compass©. Hear from business leaders who “do well by doing good” as they share their transformational stories of transitioning into Steward Leaders.The Steward Leadership Advantage Programme is jointly developed by the Singapore Management University and the Stewardship Asia Centre.  

The role of a Chief Executive Officer (CEO) is evolving. CEOs have traditionally been expected to be beacons of hope through turbulent times and have known for a long time that navigating change and uncertainty are part of the role they take on.Curated with a strong emphasis on real-world relevance to meet the challenging times and rapidly evolving business needs and trends, the Chief Executive Officer programme offered by Singapore Management University will develop you as a leader with vision, purpose, and passion. You will be endowed with the competencies and skills required to build and lead your organisation with agility, for transformation and change.