Instead of Organizing for Risk, Control and Compliance Management, Use Business Process Management as the Basis
OVERVIEW
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.
WHY
SHOULD YOU ATTEND
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.
AREAS
COVERED
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.
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.
LEARNING
OBJECTIVES
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.
WHO
WILL BENEFIT
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.
SPEAKER
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.
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