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The webinar begins with an analysis of the shortcomings of an organizational – a functional – approach in dealing with governance, risk management and compliance, and presents how these shortcomings can be overcome by using a business process management approach.
Then, three questions about using a business process approach are identified, and answered. In answering these three questions, each of the answers is provided with a tool, enabling the answers as well as the business process, design, monitoring and maintenance. The result is embedding, and integrating, compliance, control and risk management into operations, at greater effectiveness and efficiency.
Some examples of this approach are provided, from organizations that have successfully applied it. In sum, this is an integrated approach incorporating compliance, risk and control management; and it is a business-oriented approach, oriented to the management team, and showing the value that compliance risk management and control can provide.
Typically, organization is by function – finance, operations, marketing, sales, and so on. However, most issues of governance, risk management and compliance are multi-functional, so dealing with these issues usually requires a multi-functional team, which in turn can increase costs, cause delays, and accept compromises. Beginning with a business process framework can overcome these problems, as the design, operation and monitoring can occur end-to-end in the process, enabled by the process owner.
To begin, the webinar addresses managing better the scope of compliance, risk and control design, performance and monitoring by process and not by function, to define better who is in charge, to avoid inefficiencies and redundant work efforts, to focus on what interests many executives, and to embed these matters in the real work of organization.
In doing this, the focus is on information, a chart of codes and not a chart of accounts; and this focus extends to files, applications, reports and processes.
Three questions are raised and answered.
The first deals with putting the organization in the context of its surroundings; to do so, the tool provided derives from Michael Porter’s strategic analysis and his value chain, so that the nine categories of what he defines as what an organization does can become the process framework of how an organization works as well as how it relates with outside parties. The second question deals in more detail with what an organization does; to deal with this, IDEF, the International Design Framework – which was developed and used to speed the results on naval shipbuilding, is used to apply the overall process framework to the activities and their interconnections, and then to define the components of an activity in terms of inputs, outputs, tools and mechanisms, resources and accountabilities, and constraints and controls. The third question deals with how well the processes are performed and monitored, and how to use key control indicators to do so.
Anyone who is involved with – or feels exposed to – governance, risk and compliance framework can benefit from attending this webinar. Being involved in these activities can cause uncertainty about the competence of functional counterparts. Being exposed to these activities can cause operations people to feel threatened about reviews exposing them to malperformance. So, innately there is a concern in an organization about us versus them. Often, compliance, risk management and control are treated as outside the scope of a functional component of an organization – for example, the role of the sales function is to sell products or services, and it is someone else’s job to look at us and find a problem. Similar examples can be found in every functional organization. So, attending this webinar in order to learn how to integrate compliance, control and risk management into operations can be helpful for many different people in many different ways.
Specifically, those who design, operate and monitor approaches to compliance, risk and control can benefit, as well as those who are exposed to such design and monitoring.
Years of Experience: 40+ years
Areas of Expertise: Governance, Risk Management, Internal Control, Financial Management, and Productivity
Until his recent retirement from PwC, Mr. Schwartz had been the partner responsible for the consumer products industry management consulting practice in its Eastern Region. He also had led the financial management practice. Previously, Mr. Schwartz was a senior vice president of Booz, Allen & Hamilton Inc., playing lead roles in the financial management, risk and controls, operations management, systems, and telecommunications practices; and had been responsible in the Eastern Region for the financial management services practice and for the administrative management services practice; and had been CFO. Typical consulting projects that he led include:
Mr. Schwartz also served in the U.S. Navy Civil Engineer Corps, concentrating in public works administration, construction project management, housing construction and administration, and transportation management.
Mr. Schwartz has written and spoken on governance, risk management, internal control, financial management, and productivity; has been an expert witness on industry and organization structure, and on cost management; and has addressed international audiences on controlling investments and productivity, risk management and controls, activity-based costing, and organization design; and has been contributing financial editor to technical journals. At PwC, he developed and led the activity-based costing practice; supported the development of business process reengineering; led the transition integration effort to create PwC from two separate firms, was one of the principal authors of Internal Control - Integrated Framework (ICIF); developed the risk assessment tools for the In-Control Practice; and developed related training for the for the Audit and Attest Practices. He was on several COSO task forces developing guidelines for using ICIF.
He received a BSE degree with honors from Princeton University, majoring in civil and general engineering, and was elected to Phi Beta Kappa. Also, he won the Class of 1883 English Prize for Freshmen in the School of Engineering. His undergraduate thesis was on “The Competitive Bid Construction Contract.”View all trainings by this speaker