As the focus on corporate governance and oversight has grown, so has the complexity of regulatory challenges facing audit committees. This corporate governance strategy program explores the best practices that your audit committee can use to fulfill its mandate and increase its strategic contribution. You will acquire the frameworks to align corporate strategy with financial reporting—and help your company operate more effectively in today's rigorous market and regulatory environment.

Summary: As the focus on corporate governance and oversight has grown, so has the complexity of regulatory challenges facing audit committees. This corporate governance strategy program explores the best practices that your audit committee can use to fulfill its mandate and increase its strategic contribution. You will acquire the frameworks to align corporate strategy with financial reporting—and help your company operate more effectively in today's rigorous market and regulatory environment.

Key Benefits

This audit committee training program prepares you to manage the creative tension between the compliance and strategic roles of the audit committee. While improving your ability to ensure compliance, transparency, and accountability, you will learn how to move your company beyond a compliance mentality toward strategic financial reporting and effective risk management.

DetailsExpand All Collapse All

Enable the audit committee to play a more strategic role Enable the audit committee to play a more strategic role

Align financial reporting, compliance, and risk management functions with the company's growth and profit objectives
Ensure the integrity of financial information
Foster the right culture regarding compliance and risk
Develop a financial reporting strategy

Improve audit committee effectiveness Improve audit committee effectiveness

Develop better tools to manage cybersecurity and other risks
Enhance oversight of the finance, accounting, and risk management functions
Improve transparency and the quality of audit and financial reporting
Oversee legal and regulatory compliance more effectively
Strengthen collaboration with corporate management and auditors
Ensure optimal communication with investors on financial reporting and disclosure

Expand your personal and professional network Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Key Benefits

Details

Enable the audit committee to play a more strategic role

Align financial reporting, compliance, and risk management functions with the company's growth and profit objectives
Ensure the integrity of financial information
Foster the right culture regarding compliance and risk
Develop a financial reporting strategy

Improve audit committee effectiveness

Develop better tools to manage cybersecurity and other risks
Enhance oversight of the finance, accounting, and risk management functions
Improve transparency and the quality of audit and financial reporting
Oversee legal and regulatory compliance more effectively
Strengthen collaboration with corporate management and auditors
Ensure optimal communication with investors on financial reporting and disclosure

Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Who Should Attend

Current or potential audit committee members on boards of publicly listed companies, board chairs, and chief executive officers
Chief financial officers, general counsels, and risk officers who work closely with audit committees
Also appropriate for: Audit firm partners, investor relations professionals, legal advisors, and nonprofit board members

Attendance by two or more representatives of your audit committee or organization will foster teamwork and enhance the program's impact.

Participating Companies Have Included:

Banco Santander

Cambium Networks

Deca Technologies

Discovery Bay Investments

Ecobank

Ernst & Young

FEMSA

illycaffe S.p.A.

James Hardie Industries

Rand Logistics

Raytheon Company

Dive Deeper into the Experience

We Celebrate New Ways of Thinking. Are You Ready?

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Andrea Gisle Joosen participant Audit Committees program

Clarifying Governance Responsibilities

Explore real-world audit issues facing corporate boards and audit committees.

Read Her Story

Discover more about business. And yourself.

Global perspectives > Leadership growth > Organizational impact.

Who Should Attend: Current or potential audit committee members on boards of publicly listed companies, board chairs, and chief executive officers

Chief financial officers, general counsels, and risk officers who work closely with audit committees

Also appropriate for: Audit firm partners, investor relations professionals, legal advisors, and nonprofit board members

Attendance by two or more representatives of your audit committee or organization will foster teamwork and enhance the program's impact.

Participating Companies Have Included:

Banco Santander

Cambium Networks

Deca Technologies

Discovery Bay Investments

Ecobank

Ernst & Young

FEMSA

illycaffe S.p.A.

James Hardie Industries

Rand Logistics

Raytheon Company

Dive Deeper into the Experience

We Celebrate New Ways of Thinking. Are You Ready?

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Learn More Learn More

Clarifying Governance Responsibilities

Explore real-world audit issues facing corporate boards and audit committees.

Read Her Story

Discover more about business. And yourself.

Global perspectives > Leadership growth > Organizational impact.

Learn More Learn More

Learning and Living at HBS

When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your living group, and in the larger classroom, driven by the renowned HBS case method.

Learning and Living at HBS: When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your living group, and in the larger classroom, driven by the renowned HBS case method.

Admissions Criteria and Process

We admit candidates to specific sessions on a rolling, space-available basis, and encourage you to apply as early as possible. Although most programs have no formal educational requirements, admission is a selective process based on your professional achievement and organizational responsibilities.

Admissions Criteria and Process

Answering Your Questions

Our Program Advising team can help you at any stage of the admissions process—starting with identifying the program that best addresses your learning and development goals. Contact a program advisor via email or call 1.800.427.5577 (outside the U.S., call +1.617.495.6555).

Application Submission

We recommend that you apply at least four weeks before the program start date. You may use our online form or download an application. HBS maintains all application information in strict confidentiality. We acknowledge receipt of applications via email. In the unlikely event that you do not receive an acknowledgment, please email us at exed_admissions@hbs.edu or call us at +1.617.495.6226.

Application Review

To optimize the learning experience and maximize the exchange of ideas, our Admissions Committee makes selections that balance each participant's experience, scope of current responsibilities, and type of organization. HBS seeks candidates who reflect a broad range of industries, functions, countries, and backgrounds. We review applications monthly and will contact you via email with the Admissions Committee's decision.

Fee, Payment, and Cancellations

The program fee covers tuition, books, case materials, accommodations, and most meals. No payment is necessary until you have been accepted. Payment is required prior to the program start date. If you need to cancel or defer participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellations or deferrals received 14 to 30 days prior to the start of the program are subject to a fee of one-half of the program fee. Requests received within 14 days are subject to full payment.

What You Will Learn

The curriculum addresses the core responsibilities of audit committees as well as the emerging area of risk management. You will learn how to strengthen internal control systems and ensure that your company's strategy is reflected in its financial reporting. Through a rich learning experience that includes faculty presentations, case studies, and small group discussions, you will explore four key areas critical to effective audit committees:

What You Will Learn: The curriculum addresses the core responsibilities of audit committees as well as the emerging area of risk management. You will learn how to strengthen internal control systems and ensure that your company's strategy is reflected in its financial reporting. Through a rich learning experience that includes faculty presentations, case studies, and small group discussions, you will explore four key areas critical to effective audit committees:

Key AreasExpand All Collapse All

Strategy and financial reporting Strategy and financial reporting

What are the drivers of success and risk in the company? How are these reflected in its financial reporting?
How should audit committees provide oversight of financial reporting and risk management?
How can the company best manage its key financial reporting risks?

Transparency and investor communication Transparency and investor communication

How can audit committees ensure that the company is meeting investor expectations for improved transparency in financial reporting and disclosure?
What role, if any, should audit committees play in the investor relations process?
How should you assess the costs and benefits of providing non-GAAP disclosures? What form should non-GAAP disclosures take?
How should the financial reporting strategy balance short-term performance pressure with achievement of long-term objectives?

Risk management Risk management

How can audit committees create an appropriate risk management infrastructure in the company?
What are the risk culture and the tone at the top of the company, and how do they affect corporate performance?
How should companies manage their cybersecurity risk, and how should boards monitor this?
How can companies use strong internal controls to promote rather than hamper growth?
How can audit committees measure performance in the areas of ethics and compliance?

Audit committee processes Audit committee processes

How can audit committees better manage their relationships with directors, corporate management, and internal and external auditors?
What can an audit committee do to help improve audit quality?
How can audit committees ensure effective talent management and succession planning in the finance, accounting, and risk management function?
How can audit committees be designed to manage increasing demands?

Key Areas

Strategy and financial reporting

What are the drivers of success and risk in the company? How are these reflected in its financial reporting?
How should audit committees provide oversight of financial reporting and risk management?
How can the company best manage its key financial reporting risks?

Transparency and investor communication

How can audit committees ensure that the company is meeting investor expectations for improved transparency in financial reporting and disclosure?
What role, if any, should audit committees play in the investor relations process?
How should you assess the costs and benefits of providing non-GAAP disclosures? What form should non-GAAP disclosures take?
How should the financial reporting strategy balance short-term performance pressure with achievement of long-term objectives?

Risk management

How can audit committees create an appropriate risk management infrastructure in the company?
What are the risk culture and the tone at the top of the company, and how do they affect corporate performance?
How should companies manage their cybersecurity risk, and how should boards monitor this?
How can companies use strong internal controls to promote rather than hamper growth?
How can audit committees measure performance in the areas of ethics and compliance?

Audit committee processes

How can audit committees better manage their relationships with directors, corporate management, and internal and external auditors?
What can an audit committee do to help improve audit quality?
How can audit committees ensure effective talent management and succession planning in the finance, accounting, and risk management function?
How can audit committees be designed to manage increasing demands?

The HBS Advantage

Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Chair

Suraj Srinivasan

Philip J. Stomberg Professor of Business Administration. Member of the Accounting and Management Unit; faculty chair of "Audit Committees in a New Era of Governance" and "Compensation Committees: New Challenges, New Solutions"; faculty cochair of "Making Corporate Boards More Effective"; and faculty cochair of "Strategic Financial Analysis for Business Evaluation."

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Faculty

Jay W. Lorsch

Louis E. Kirstein Professor of Human Relations. Member of the Organizational Behavior Unit; and faculty chair of the "Corporate Governance Programs."

Read Full Bio

Lynn S. Paine

John G. McLean Professor of Business Administration. Senior Associate Dean for International Development; faculty cochair of "Women on Boards;" cochair of "Making Corporate Boards More Effective;" and member of the General Management Unit.

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Krishna G. Palepu

Ross Graham Walker Professor of Business Administration, Senior Adviser to the President of Harvard University. Member of the Accounting and Management and the General Management Units; and faculty chair of "Senior Executive Leadership Program—India" and "China CEO Renewal Program"; and faculty cochair of "Leading Global Businesses."

Read Full Bio

The HBS Advantage: Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Chair

Suraj Srinivasan

Philip J. Stomberg Professor of Business Administration. Member of the Accounting and Management Unit; faculty chair of "Audit Committees in a New Era of Governance" and "Compensation Committees: New Challenges, New Solutions"; faculty cochair of "Making Corporate Boards More Effective"; and faculty cochair of "Strategic Financial Analysis for Business Evaluation."

Read Full Bio

Faculty

Jay W. Lorsch

Louis E. Kirstein Professor of Human Relations. Member of the Organizational Behavior Unit; and faculty chair of the "Corporate Governance Programs."

Read Full Bio

Lynn S. Paine

John G. McLean Professor of Business Administration. Senior Associate Dean for International Development; faculty cochair of "Women on Boards;" cochair of "Making Corporate Boards More Effective;" and member of the General Management Unit.

Read Full Bio

Krishna G. Palepu

Ross Graham Walker Professor of Business Administration, Senior Adviser to the President of Harvard University. Member of the Accounting and Management and the General Management Units; and faculty chair of "Senior Executive Leadership Program—India" and "China CEO Renewal Program"; and faculty cochair of "Leading Global Businesses."

Read Full Bio