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Welcome to Compliance
LLC
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Download Our Consulting and Training Services Catalog
Download Our Consulting and Training Services Catalog for Banks
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Basel ii and Sarbanes Oxley
Consulting
A. Sarbanes-Oxley /
Basel ii Compliance and Product Repositioning for vendors,
suppliers and service providers.
Sales teams
struggle to achieve targets. This is because many times suppliers
fail to stand in the shoes of executives and experience the
business challenges their customers face. Competition is fierce
and sales cycles can be long.
But, there are some
exceptions to the rule. Senior management has new needs and the
highest value opportunities come from selling at the C-Level. Position your company's value in terms of solutions to issues that C-level executives face. Compliance is a “must have”. Availability, security, better IT services… very nice, but, yes, all these are “nice to have”. We will work for one week in your headquarters of your regional offices. At the end of this week, we will give you our assessment and a presentation with our recommendations. We will help you understand the new market opportunities. We will discuss how you can use compliance as a selling point. How you can adapt and stay ahead of changes. How compliance can make you a market leader. How to reposition your products and services. How to and differentiate these products and services from the competition.
B. Sarbanes-Oxley / Basel ii Compliance Assessment In order to determine the weaknesses in your Sarbanes Oxley / Basel ii effort, a confidential SWOT analysis (Strengths, Weaknesses, Opportunities and Threats Analysis) of your current compliance situation is necessary. This will give us the knowledge needed to build on the strengths of the previous program, correct weaknesses isolating the areas we need to focus on and protect against vulnerabilities and threats. The key steps in conducting a SWOT analysis of your current compliance situation: 1. To create lists of strengths, weaknesses, opportunities and threats. 2. To review each category separately and to analyze the potential implications to the organization. 3. To conduct problem analysis. We will analyze weaknesses and determine the root causes. We never blame people – we only identify appropriate solutions (for example, training). Data Collection Choosing the appropriate structure and adherence to faithful representation of the facts (agreement about anonymity, for example) are critical in obtaining unbiased feedback. Data Collection Methods The following data collection methods will be used in order to collect all the necessary information. Method 1: Surveys and Questionnaires Open-ended questions give the opportunity of valuable feedback. They begin with words such as "why" and "how" or phrases such as "What do you think about. They are valuable because they lead employees to think analytically and critically, giving greater freedom of expression and avoiding bias due to limited response ranges. Open-ended questions allow respondents to include more information, including feelings, attitudes and understanding of the subject. This allows researchers to better access the respondents' true feelings on an issue. Closed-ended questions limit respondents' answers. Employees are allowed to choose from either a pre-existing set of answers, such as yes/no, true/false, or multiple choice with an option for "other" to be filled in, or ranking scale response options. They are quick to answer and easy to code. Method 2: Interviews and Focus Groups Interviews and focus groups will be used to gather detailed, qualitative descriptions of how programs operate and how stakeholders perceive them. Research has shown that individual interviews are the most effective means for getting feedback. They will be conducted one-on-one, while focus groups are conducted in small groups. Both are usually conducted with targeted samples of stakeholders. Interviews can yield valuable insights that may have been overlooked in a formal survey. The questions will be open-ended, which gives participants freedom to answer, and an experienced facilitator will keep people focused on the topic. Questions are generally open-ended and responses are documented in thorough, detailed notes or transcription. However, some interviews will use structured quantitative response categories. Method 3: Observations Observations are a generally unobtrusive method for gathering information about how the program or initiative operates. They will be conducted by external evaluators and will be used to verify and supplement information gathered through other methods. Most observations will be highly structured, with protocols for recording specific behaviors at specific times. Some observations will be unstructured, taking a “look-and-see” approach. The following types of observation will be used: A. Participant Observation It is one of the most important methods for qualitative data collection. The researchers become participants in the culture or context being observed. B. Direct Observation Direct observers will not try to become participants in the context. However, they will strive to be as unobtrusive as possible so as not to bias the observations. The researchers will be watching rather than taking part. Direct observation tends to be more focused than participant observation C. Unstructured Interviewing Unstructured interviewing involves direct interaction between the researcher and a respondent or group. It differs from traditional structured interviewing in several important ways: There is no formal structured instrument or protocol. The interviewer is free to move the conversation in any direction of interest that may come up. Method 4: Tests and Assessments Tests and assessments will be developed and used specifically for the program evaluation to quantify characteristics of the program and outcomes. It is a simple, reliable, and valid way to measure whether a program has impact. Using the same data collection method to gather information before the start of the program and after its completion (also known as a pre/post tests, containing gap-filling, construction in context and error recognition questions) we have the opportunity to determine whether some characteristic changed during the course of the program. Method 5: Document Reviews Document reviews will analyze existing program records and other documents not gathered or developed specifically for the evaluation. C. Sarbanes-Oxley / Basel ii Needs Analysis In order to determine the compliance needs, we will conduct a needs assessment. This systematic exploration of the way things are and the way they should be is the systematic basis for decisions about how to improve the current situation. The key is to seek the gap between the current situation and the desired situation and then to focus resources where they're most needed. GAP Analysis The first step is to check the actual performance of people against existing standards. Special consideration is needed in order to understand the actual needs that are not always the same as perceived needs, or "wants". This analysis will also examine the organizational goals, climate, and internal and external constraints. Priorities and Importance GAP Analysis will produce a list of needs. Our next step is to examine these in view of their importance to the organizational goals, realities, and constraints. Identifying causes of problems and possible solutions We have prioritized and focused on critical needs. Our next step is to identify specific problem areas and opportunities in the organization.
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