LPI and KPMG UK collaborate on workforce development

Katherine Harvey APFS Head of Progress at Melo 🚀 explains how the CII’s Professional Map at Band 4 is shaping her role as a business improvement specialist. She highlights how the framework helps her engage with boards and senior teams, embed operational improvements, and lead strategic change with credibility. “By anchoring my work in this future-ready framework, I continue to elevate both my practice and the standards of the sector I serve,” says Harvey, Chartered financial planner and head of progress at Melo. With behaviours like curiosity, customer focus and insight guiding her day-to-day work, the Map also supports professional development and capability planning across organisations. ➡️ https://lnkd.in/eduvhYqz Have you seen how the easy-to-use Professional Map could help you assess your development, strengthen your skills and help with your career direction?

The highest performing teams structure growth, not just work. If you've noticed your team's development has plateaued, consider implementing the 1-3-5 Progress Pyramid: • 1 complex skill each team member commits to mastering quarterly • 3 supporting capabilities that reinforce the primary skill • 5 fundamental practices scheduled weekly to build competency When Deloitte implemented this framework across 12 departments, they saw a 42% increase in skill proficiency whilst reducing learning abandonment by 38%. Why does it work? 1️⃣ It prevents cognitive overwhelm by creating clear developmental hierarchies 2️⃣ It transforms abstract 'improvement' into concrete, measurable milestones 3️⃣ It aligns individual growth with organisational priorities The most common mistake? Treating all skills as equally important. Instead, the pyramid forces prioritisation—preserving mental bandwidth whilst accelerating mastery of what truly matters. Implementation tip: Start each quarter with a team skills-mapping session where members identify their 1-3-5 priorities, then integrate practice time into normal workflows rather than creating additional work. Your team already has the capacity to grow dramatically—they just need the right structure to channel it effectively. #ProfessionalDevelopment #TeamGrowth #LeadershipStrategy

Essentials of Management Consulting Week 1: Step into Consulting Start your journey with a solid foundation in management consulting. This week covers: Introduction to Management Consulting – profession overview and professional conduct ISO 20700 & the Consulting Process – effective engagement frameworks Three Elements of Consulting – tools, people, and process Entering an Engagement – Entry Phase essentials and Letter of Engagement in the mock case study Collaborate, explore, and apply your consulting skills in a realistic scenario. Nov 5–22 | Explore the course → https://lnkd.in/gUqmyFXJ #CMC #ManagementConsulting #AppliedLearning #CaseStudy

Interesting article by Illinois CPA Society (ICPAS) highlighting the gap between early-career accountants' self-assessment of their performance and readiness versus their managers' perspectives. The research shows that early professionals tend to overrate their skills compared to manager evaluations, and highlights the importance of providing specific feedback, offering meaningful incentives, and establishing realistic metrics to support professional growth.

KPMG Learning Services earns LPI accreditation KPMG UK has received formal accreditation from the The LPI (Learning and Performance Institute), recognising the firm’s excellence across its Learning Services offer, including design, delivery, technology, governance and measurement. The LPI’s assessment praised KPMG’s commitment to delivering learning that drives performance and productivity, while supporting clients’ upskilling and reskilling priorities. Full story via Learning News 👇

Boardroom Impact Begins with Training—Lessons for First-Time Directors Thrilled to serve as panellist at the Chartered Secretaries Institute of Singapore (CSIS) Listed Companies Forum 2025, alongside industry leaders – Yoke Kay Kuan, Victor Lai, Min-Li Tan, Pei Tong Ng - shaping the future of governance. Our discussion focused in on the importance of director training for First Time Directors. First-time directors don’t just join a company—they join a whole new level of scrutiny and responsibility. Relevant training equips directors with governance and regulatory fluency, capital markets acumen, and an ESG mindset. Board Directors should also learn about emerging risks—cybersecurity, AI ethics, climate transition. Quarterly updates, annual deep-dives, and real-world simulations sharpen board performance. The smartest boards treat training as insurance, not expense. The cost of director ignorance is measured in fines, reputation damage, and missed opportunities. Custom, context-driven programs—layering mandatory courses with tailored briefings and peer learning—deliver the kind of boardroom impact that shows up in asking better questions, challenging management constructively, and building resilience for the long term. As a director, continuous learning means collective wins. The best boards learn together, because governance is a team sport. #BoardTraining #IPO #CorporateGovernance #DirectorDevelopment #ContinuousLearning #CSISPanel

Executives are censured or fired for this behaviour. Why do we give directors a pass?   This 2025 PwC director survey (https://lnkd.in/gbQCYdpQ) reveals what many of us have long suspected: board performance reviews have become a polite charade.   55% of those surveyed, identifed colleagues who should be replaced, who don't contribute meaningfully, who damage board dynamics—yet nothing changes. Why? Because confronting underperformance means upsetting well-connected peers.   The 2025 PwC survey confirms that: > 78% of directors don’t believe their boards’ assessment process provides a complete picture of overall board performance > 51% say their boards are insufficiently invested in the assessment process.   Boards need to stop using internally driven, outdated and poorly designed performance assessment methods. What drives board and organisational performance is not more laws, codes and regulations; it's “people and behaviours.”   Real governance requires behavioral assessment, externally facilitated, combined with the courage to act on findings. Otherwise, what boards do, is not governance. It's a country club with fiduciary responsibilities.   Boards must adopt rigorous, behaviourally-focused assessment processes (externally facilitated). Everything else is performance theatre   Time to choose: comfortable or effective?   If you're ready to move beyond assessment theatre, let's talk. #BehaviouralGovernance #ThirdTeam #Boards #Chairperson #Directors The Chartered Governance Institute Chartered Governance Institute New Zealand Good Governance Academy The Chartered Governance Institute UK & Ireland Chartered Governance and Accountancy Institute in Zimbabwe The Chartered Governance Institute of Canada The Hong Kong Chartered Governance Institute Global Network of Director Institutes (GNDI) Institute of Directors in New Zealand Institute of Directors (IoD) Australian Institute of Company Directors Singapore Institute of Directors Institute of Directors (IOD), India Non-Executive Directors' Association NICG - Network for Innovative Corporate Governance Directors & Boards  European Corporate Governance Institute (ECGI) International Corporate Governance Network (ICGN) African Corporate Governance Network

Boardroom Evaluations. A great discussion facilitated by Dr. Denis Mowbray FCG, FGNZ on the lack of board evaluations and performance. The People Plus Science Boardroom Psychological Safety Index 2025 reported that 4 out of 10 board members felt safe to speak up, resulting in compromised decision making where less than 25% of board directors felt that their decision making was "highly effective". Dr. Denis Mowbray FCG, FGNZ opens a great line of questions? What are board directors not accountable for performance ? Why are we relying on internal or run of the mill evaluations that do not align to strategic results across key indicators such as people and culture, financial, reputational and mitigation of risk? Bias seems to rule supreme even in the effectiveness and consequences of board evaluations. Does your board evaluation measure psychological safety and psychosocial hazards? #board #boardperformance #boardpsychologicalsafetyindex2025 #boardevaluations #boardmetrics #verification

“The best boards don’t just oversee performance — they shape it.” I’ve spent much of my career with PwC and KPMG — as a consulting partner with PwC and later building an alliance with KPMG at IBM. Naturally, I pay close attention to both firms' boards and governance insights. Their latest research — KPMG’s 2025 Private Company Board Survey and PwC’s 2025 Board Effectiveness Study — highlights a clear pattern: Boards want to be strategic, but few have the structure, foresight, or discipline to truly guide the future. Drawing on both studies, I drafted the Blended Board Strategic Effectiveness Health Check — a tool to help private company and nonprofit boards assess how effectively they're leading in five dimensions: • Strategic Foresight & Adaptability • Scenario Planning & Risk Oversight • Capital Allocation & Growth Discipline • Technology & GenAI Readiness • Board Composition, Culture & Effectiveness The goal isn’t compliance — it’s clarity. A future-ready board is disciplined in decision-making, curious in oversight, and proactive about change. 📄 Download the Health Check here → http://bit.ly/3IHn4TP #BoardLeadership #Governance #Strategy #PwC #KPMG #BoardEffectiveness #AIReadiness #PrivateCompanies #Mentorship