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“ Achieving Successful Empowerment  through effective Systems and Internal Controls”
Some thoughts “ Beyond Boundaries” <ul><li>Past </li></ul><ul><li>Compartmentalisation  </li></ul><ul><li>Narrow view </li...
Congruity Corporate  Objectives Business  Objectives Specialists  Objectives Visualise, Communicate, Guide PERFORM Support
<ul><li>Visibility of Best Systems/ Practices & well  </li></ul><ul><li>documented / understood </li></ul><ul><li>Effectiv...
<ul><li>Belief in Value Systems  </li></ul><ul><li>(Organisation, Division, Individual) </li></ul><ul><li>Understanding co...
Road Map <ul><li>Purpose </li></ul><ul><li>Systems - A broader perspective </li></ul><ul><li>Internal Controls </li></ul><...
Top Line <ul><li>Cost of Sales </li></ul><ul><li>Cost of Production </li></ul><ul><li>Fixed Costs </li></ul>Bottom Line
<ul><li>Computer aided or  manual </li></ul><ul><li>Internal Controls </li></ul><ul><li>Policies, Structured Procedures & ...
Understanding the Status Base line Bringing to desired levels Improvement efforts Desired Level Improved Level
<ul><li>Where do we stand ? </li></ul><ul><li>Where should we be? </li></ul><ul><li>What is the GAP ?  </li></ul><ul><li>W...
Other dimensions <ul><li>Intertwine the Systems / Controls   </li></ul><ul><li>Business / Corporate intentions </li></ul><...
Facilitating Environment <ul><li>Dynamic documented systems  </li></ul><ul><li>Robust evaluation processes </li></ul><ul><...
Assurance Category Cycle (General / Operational Audit Wheel) Best Practices / Manuals Standards & Audit Tools Provide Educ...
Controls <ul><li>Do Controls always Constrict? </li></ul><ul><li>Do Controls always put shackles ? </li></ul><ul><li>Is it...
Controls <ul><li>The definition of the brake in a car </li></ul><ul><ul><li>it is there to stop the car </li></ul></ul><ul...
<ul><li>“ A Process, effected by an Entity’s Board of Directors, Management and other Personnel designed to provide  reaso...
Effective Control System <ul><li>Well documented </li></ul><ul><li>Education & Training </li></ul><ul><li>Effective Implem...
Base Corporate Strategies To be built on sound systems  <ul><li>Value creation through sweating of Assets and </li></ul><u...
“  THANK YOU “
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3a 13 Successful Empowerment Through Effective Systems

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Empowering people and self empowerment have different effects . How to ensure the second catagory through an effective systems in an organization ? Click on the pp file !

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3a 13 Successful Empowerment Through Effective Systems

  1. 1. “ Achieving Successful Empowerment through effective Systems and Internal Controls”
  2. 2. Some thoughts “ Beyond Boundaries” <ul><li>Past </li></ul><ul><li>Compartmentalisation </li></ul><ul><li>Narrow view </li></ul><ul><li>Inward focus </li></ul><ul><li>Individual effort </li></ul><ul><li>You, I, They </li></ul><ul><li>Give Authority </li></ul><ul><li>Today / Future </li></ul><ul><li>Borderless World </li></ul><ul><li>Global </li></ul><ul><li>Outward focus </li></ul><ul><li>Team effort </li></ul><ul><li>We </li></ul><ul><li>Become empowered </li></ul>
  3. 3. Congruity Corporate Objectives Business Objectives Specialists Objectives Visualise, Communicate, Guide PERFORM Support
  4. 4. <ul><li>Visibility of Best Systems/ Practices & well </li></ul><ul><li>documented / understood </li></ul><ul><li>Effective Self Review (audit) Process </li></ul><ul><li>Empowered Organisation </li></ul>Path to achieve…...
  5. 5. <ul><li>Belief in Value Systems </li></ul><ul><li>(Organisation, Division, Individual) </li></ul><ul><li>Understanding connectivities </li></ul><ul><li>Willingness to change </li></ul>Human Behaviour - Central Nerve
  6. 6. Road Map <ul><li>Purpose </li></ul><ul><li>Systems - A broader perspective </li></ul><ul><li>Internal Controls </li></ul><ul><li>Standards & Improvements </li></ul><ul><li>Effectiveness of Systems </li></ul><ul><li>Self Audit </li></ul><ul><li>Empowerment of employees </li></ul>
  7. 7. Top Line <ul><li>Cost of Sales </li></ul><ul><li>Cost of Production </li></ul><ul><li>Fixed Costs </li></ul>Bottom Line
  8. 8. <ul><li>Computer aided or manual </li></ul><ul><li>Internal Controls </li></ul><ul><li>Policies, Structured Procedures & Processes </li></ul>Systems - A broader perspective
  9. 9. Understanding the Status Base line Bringing to desired levels Improvement efforts Desired Level Improved Level
  10. 10. <ul><li>Where do we stand ? </li></ul><ul><li>Where should we be? </li></ul><ul><li>What is the GAP ? </li></ul><ul><li>Why is the GAP? </li></ul><ul><li>How to bridge the GAP? </li></ul>Status Analysis
  11. 11. Other dimensions <ul><li>Intertwine the Systems / Controls </li></ul><ul><li>Business / Corporate intentions </li></ul><ul><li>Good Corporate Governance </li></ul><ul><li>Image building </li></ul><ul><li>Stepping stone for Continuous improvements </li></ul><ul><li>Management by exception </li></ul>
  12. 12. Facilitating Environment <ul><li>Dynamic documented systems </li></ul><ul><li>Robust evaluation processes </li></ul><ul><li>Active Change Agents </li></ul><ul><li>Structured Corporate / Business Framework </li></ul><ul><li>Effective facilitation by Management Audit </li></ul>
  13. 13. Assurance Category Cycle (General / Operational Audit Wheel) Best Practices / Manuals Standards & Audit Tools Provide Education & training to people Review Risks, Controls & Governing Processes Provide Continuous Assurance to Management Create Awareness and facilitate putting systems & controls Facilitate Self Audits, Review effectiveness
  14. 14. Controls <ul><li>Do Controls always Constrict? </li></ul><ul><li>Do Controls always put shackles ? </li></ul><ul><li>Is it possible to think of controls as enablers? </li></ul>
  15. 15. Controls <ul><li>The definition of the brake in a car </li></ul><ul><ul><li>it is there to stop the car </li></ul></ul><ul><ul><li>it helps the car to be driven safely </li></ul></ul><ul><li>Good controls enable achievement of </li></ul><ul><li>objectives </li></ul>
  16. 16. <ul><li>“ A Process, effected by an Entity’s Board of Directors, Management and other Personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories: </li></ul><ul><ul><ul><li>Effectiveness and efficiency of operations </li></ul></ul></ul><ul><ul><ul><li>Reliability of Financial Reporting </li></ul></ul></ul><ul><ul><ul><li>Compliance with applicable Laws and Regulations” </li></ul></ul></ul>Understanding Internal Control “ CONTROL IS EVOLUTIONARY NOT STATIC”
  17. 17. Effective Control System <ul><li>Well documented </li></ul><ul><li>Education & Training </li></ul><ul><li>Effective Implementation </li></ul><ul><li>Feed back (Structured Data Collection) </li></ul><ul><li>Periodical updation </li></ul><ul><li>Exceptions Review </li></ul><ul><li>Corrective Action </li></ul><ul><li>Improvements </li></ul>
  18. 18. Base Corporate Strategies To be built on sound systems <ul><li>Value creation through sweating of Assets and </li></ul><ul><li>restricting Capital Expenditure </li></ul><ul><li>Turning around non-performing Business / Units </li></ul><ul><li>Exercising control on Fixed Costs through </li></ul><ul><li>constant monitoring </li></ul><ul><li>Risk assessments - Businesswise </li></ul><ul><li>and preparing necessary ground work for </li></ul><ul><li>monitoring these risks </li></ul>
  19. 19. “ THANK YOU “

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