Skip to main content

Strategic planning for central banks: Delivering change, measuring success and meeting objectives

  • March 31, 2026, 13:00-17:00 BST, 09:00-13:00 EDT

  • Virtual

About the course

Senior central bankers will gain skills in active strategic planning in a complex and uncertain landscape. Participants will explore best practices for creating robust strategic plans that align with institutional mandates and incorporate short, medium, and long-term strategic objectives. The course will emphasize the importance of digital transformation and its role in modernising operations, while also addressing governance, resource allocation, and performance monitoring in achieving strategic priorities. Additionally, participants will learn from effective communication channels strategies to engage various stakeholders internally and externally. By the end of the course, participants will be better equipped to navigate challenges and drive organisational success through strategic alignment and adaptability. 

Download brochure  Book now

 

 

Tutors

Andrea Clarke
Andrea Clarke

Chief strategy officer, strategic planning and project management centre

Bank of Jamaica

Massimiliano Di Teodoro
Massimiliano Di Teodoro

Deputy head of planning and control directorate

Bank of Italy

View bio

Massimiliano Di Teodoro is a senior expert in strategic planning, cost analysis, and performance management at the Bank of Italy. He holds a degree in Economics (1994) and a post‑graduate Master in International Marketing and Foreign Trade (1995). He joined the Bank of Italy in 1996 after an early experience as Product Manager in the industrial automation sector.

Over his career, he has led or contributed to key initiatives in budgeting, cost‑accounting methodologies, operational risk assessment, digitalisation of administrative processes, and development of business‑intelligence tools. His responsibilities have included the management of the Bank’s budgeting system, the design of the multiyear budgeting model and the development of forecasting models for the balance sheet.

He has been actively involved in Eurosystem working groups and task forces on cost assessment, definition of cost‑sharing schemes and pricing policies for payment and cash services and in the development of the harmonised Eurosystem cost‑accounting and cost‑benefit analysis methodologies. He is also member of the ECB budget Committee and participates in the ECB budget assessment and monitoring process. 

Anna Maria Viscardi
Anna Maria Viscardi

Head of strategic planning and budget division, planning and control directorate

Bank of Italy

View bio

Anna Maria Viscardi – Banca d’Italia

Head of Strategic Planning and Budget Division, Planning and control Directorate

Anna Maria Viscardi is a senior expert in strategic planning, budgeting, and governance at the Bank of Italy. She holds a degree in Economics (1999) and a postgraduate specialization in Political Economy (2001).

She currently serves as Head of the Strategic Planning and Budget Division within the Planning and control Directorate, leading the Bank’s three‑year strategic planning and budget cycles. In these fields, she is also responsible for monitoring strategic alignment across key planning domains (HR, IT, and property) and supporting Bank’s senior managers in committees of international organizations (ECB, BIS, EBA).

She has extensive experience in expenditure control, procurement governance, KPI development, operational risk management, and integrated planning systems.

Her background includes roles in budget management, spending controls, procurement compliance, and the development of internal control and administrative risk‑measurement systems.

Alexis Corbett
Alexis Corbett

Chief operating officer

Bank of Canada

View bio

Alexis Corbett was appointed Chief Operating Officer, effective May 2024. In this capacity, she oversees the Bank of Canada’s corporate departments and operations, as well as the currency function, and she is a member of the Bank’s Executive Council. Along with information technology, cyber security and risk, her portfolio includes other corporate functions such as financial services and human resources.

Alexis is also chair of the Canadian Financial Sector Resiliency Group, a public-private partnership led by the Bank of Canada, with a mandate to enhance the operational resilience of Canada’s critical financial sector and coordinate crisis responses in the financial sector during system-wide operational incidents.  

Ms. Corbett joined the Bank in 2011 as Director of Human Resources (HR), a business line within the Corporate Services Department. She was promoted to Managing Director and Chief Human Resources Officer in 2014, when Human Resources was made a separate department, where she led a multi-year effort to modernize every aspect of HR. Alexis’s leadership contributed to the Bank being recognized as a Top 100 Employer in Canada, and she was named Canada’s “HR Leader of the Year” in 2018, a prestigious annual award from HRD Magazine.

Before she joined the Bank, Ms. Corbett worked for more than 15 years in operations and human resources for Canada Post Corporation in progressively senior and diverse positions.

Born in Chilliwack, British Columbia, Ms. Corbett has a master’s degree in business administration from the Telfer School of Management at the University of Ottawa and a B.A. degree from the University of Western Ontario. In 2024, she received her ICD.D designation from the Institute of Corporate Directors, a program focused on governance excellence. She is a graduate of the Advanced Program in Human Resources Management from the University of Toronto’s Rotman School of Management and has held a Certified Human Resources Leader designation since July 2001.

Agenda

Welcome and context-setting

  • Introductions, programme overview and learning objectives
  • The evolving strategic role of central banks in a complex uncertain operating environment

Building a robust strategic plan

  • Designing strategic plans with short, medium, and long-term horizons
  • Translating mandates into clear and measurable strategic objectives
  • Using adaptive and agile project management methodologies

The role of the board, balancing expectations and independence

  • The role of boards and senior management in setting, steering, and reviewing strategy
  • Aligning boards, committees, and executive teams around strategic priorities
  • Funding, resource allocation, and budget oversight to support strategic delivery

The big focus: digital transformation - a strategic priority for all central banks

  • Digital transformation as a strategic enabler
  • Upgrading and modernising payment systems & financial market infrastructures
  • Data modernisation, management, governance and analytics as institutional foundations
  • Understanding the role of AI and advanced technologies in central bank operations

Strategy execution, institutional alignment, and performance monitoring 

  • Translating strategic priorities into departmental plans and delivery roadmaps
  • Using KPIs and performance metrics to track implementation, progress and outcomes
  • Breaking silos, enhancing cross-departmental deliveries, and strengthening coordination
  • Assessing impact through external evaluations and internal review mechanisms

Strategic communication and evolution

  • Communicating strategy internally and externally (internal tools used vs external vendor evaluations)
  • Engaging boards, staff, governments and stakeholders effectively
  • Treating strategy as an evolving and adaptive document and not just a static plan

Learning objectives

  • Develop a comprehensive understanding of the evolving strategic role of central banks in today’s complex financial environment.
  • Learn to create and implement short, medium, and long-term strategic plans that align with institutional mandates and priorities.
  • Gain insights into effective governance structures and the role of senior management in steering strategy and resource allocation.
  • Explore the importance of digital transformation as a strategic enabler and its implications for modernising central bank operations.
  • Master performance monitoring techniques, including the use of KPIs, to assess the effectiveness of strategic initiatives and adapt to changing circumstances.
  • Enhance communication strategies to engage stakeholders (internal and external) effectively and foster alignment around strategic objectives. 

Who should attend

  • Chief Strategic Officers
  • Heads of Secretariat
  • Office of Secritariat
  • Head of Communications
  • Head of Legal
  • Head of General Counsels
  • Governors
  • Deputy Governors
  • Board Members (Executive & Non-Executive)
  • Heads of Training
  • Vice Presidents
  • Heads of Operations
  • Heads of Finance
  • Heads of HR
  • Heads of IT
  • Managers/Director of payments, monetary policy, financial stability, supervision and regulation departments
     

Registration

March 31, 2026

Online

Price

$1,885
Book now

You need to sign in to use this feature. If you don’t have a Central Banking account, please register for a trial.

Sign in
You are currently on corporate access.

To use this feature you will need an individual account. If you have one already please sign in.

Sign in.

Alternatively you can request an individual account

.