This plan is uploaded to be use as a sample to help people to get an idea. This internal audit plan is prepared for an automotive business activity. I hope it will be useful.
This plan is uploaded to be use as a sample to help people to get an idea. This internal audit plan is prepared for an automotive business activity. I hope it will be useful.
These case studies touch on subjects that all FMs know are central to our role, wherever you operate in the world, and pretty much whatever your role: procurement, innovation, technology, sustainability, talent management and health and safety. It’s quite a diverse list of subjects,
but there are common themes running through all six case studies. All these organisations seem to have worked out a similar formula for success that could be applied in any business, sector or region. Read More!
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Thinking about launching a hedge fund or looking to grow your fund's assets faster? Find out why some funds raise capital faster than others.
Note: Content is targeted to hedge funds, but the information is applicable to other types of asset managers.
Foster collaborative environment
and build a progressive approach towards building with an RPO firm. Avail robust performance with use of latest technology.
Marketing Accounting Firms: presentation for the HKICPA
1. Marketing Professional Service Firms Presented by : Robert Sawhney: Managing Director, SRC Associates Ltd Venue: Auditorium, Hong Kong Institute of CPAs Date: 3rd March 2010
2. 2 Disclaimer The materials of this seminar / workshop / conference are intended to provide general information and guidance on the subject concerned. Examples and other materials in this seminar / workshop / conference are only for illustrative purposes and should not be relied upon for technical answers. The Hong Kong Institute of Certified Public Accountants (The Institute), the speaker(s) and the firm(s) that the speaker(s) is representing take no responsibility for any errors or omissions in, or for the loss incurred by individuals or companies due to the use of, the materials of this seminar / workshop / conference. No claims, action or legal proceedings in connection with this seminar/workshop/conference brought by any individuals or companies having reference to the materials on this seminar / workshop / conference will be entertained by the Institute, the speaker(s) and the firm(s) that the speaker(s) is representing.
3. 3 The State of Play GFC Demanding clients Regulation Competition Globalisation Consolidation Social media and Web 2.0 Talent retention and management
5. How PSFs are Different! Product resides in the structural, social, and intellectualcapital of firm – knowledge and learning key Key marketer is the professional who interacts with client Differentiation is harder to achieve – ‘we do better audits’ Branding at the individual, practice group, and firm level Marketing and BD coupled together – misunderstanding? Professionals don’t take easily to being ‘managed’, strategy bottom up and involves all or no one (are they interested)? 5
6. And the difficulty of… Fundamental misunderstanding by professionals of what marketing is Growth of 10% per annum, who needs it? Strong resistance by seniors Belief in conflict with professional ethics and association guidelines Combined role of producer/manager Short term orientation and lack of longer term strategic thinking 6
7. Marketing and client value Firstly – what marketing is not: Promotion Clever logo and new brand name Run by the marketing/BD people Something that can be turned on and off according to prevailing conditions In its entirety, something that cannot be measured using ROI 7
8. Cont’d What it is: A business process about creating client value A firm culture that has the most significant impact on firm performance The guiding force for strategy and strategic management The bed rock of firm performance (market orientation) 8
9. Me arguing with someone! http://www.thenewlawyer.com.au/article/firm-marketing-inspires-email-vitriol/493687.aspx#comments 9
10. We are now in the ‘value’ era Clients want their PSF to be more commercially oriented and demonstrate the value they provide (i.e. cost savings, risk mitigation, business improvement) According to HBR (March 2006): value propositions should have a resonating focus with clients that identifies a few key points of difference (with points of parity) 10
14. · Reputation - expertise, experience, and engagement
15. · Service - processes, services, and engagement
16. According to the authors, a sustainable strategy can be built around these four factors whereby they create a virtuous cycle of innovation, organisation learning and knowledge management, as well as access to new markets. The authors' research demonstrates clearly that for a firm to create differentiation that means something (i.evalue perceptions to client), a firm must spend time on factors aside from technical quality of work.11
18. What Does it Mean to be Market Oriented? Marketing is a business philosophy that puts creating and delivering customer value at the heart of all that an organization does It is an organization culture that acquires and disseminates information-cross functionally and across hierarchies, and acts upon that information This sharing and information coordination tolerates no functional silos 13
19. Why firm culture is so important The recent review and findings by the Accounting & Corporate Regulatory Authority of Singapore (Acra) that accounting firms in the region are struggling with audit quality should make firm leaders sit up and take notice. Research has shown that auditors are more likely to accept risky client assignments if they believe it would lead to further work In a paper published in Behavioural Research in Accounting by Jenkins et al (2008), the authors set out a number of areas whereby culture can impact a firm’s governance and the role that seniors within the firm play through their behavior such as mentoring, client interactions, communication, and social influence. They highlight a number of studies and situations whereby firms have engaged in unethical actions (lowered audit quality) due to the cultural conditions of the firm. Primarily, those cultures that value revenue generation over all other activities tend to be at most risk 14
21. Quick Case Harrex Group, NZ (source: J of Accountancy, 2008) Founded in 2007 by Brendan Harrex, first chief value officer at his former firm He says focus on time and cost only creates illusion of managing a PSF What really matters is value creation No more hourly billing, a change of culture 16
22. Cont’d Key Performance Indicators for Harrex: * Ability to think strategically on behalf of clients * Client Communication * Delegation * Turnaround Time * Client Feedback * Effective Listening and Communication Skills * Knowledge Elicitation/Coaching * Risk Taking, Innovation and Creativity * Continuous Learning * Passion, Attitude and Commitment * Team Player 17
23. Thank You! If you want any of the full references for work cited or have any questions, please feel free to contact me: bob@srchk.com, www.srchk.com Blog: www.marketingasia.typepad.com Twitter: http://twitter.com/robertsawhney LinkedIn – Robert Sawhney Our New Book: published by Lexis Nexis in 2009) available from LN in HK and www.amazon.com. 18