micg - strategy and risk management for mtu services
DESCRIPTION
MICG ENTERPRISE RISK MANAGEMENT 2012 November 2012 Strategy and Risk Management • Strategic Risks in the New World • The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model) • M&A Risk (Pre- and Post- Acquisition Risks) • People Risk (Succession Planning and Business Continuity) • Fraud Risk • Growth Risk (Growth methods and their associated risks including Benchmarking Risk) • Reputational Risk (Brand and PR) • R&D Risk • How To: The 4-Wheels Operating Model and Strategic Risk Management ChecklistTRANSCRIPT
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STRATEGY AND RISK MANAGEMENT MICG Enterprise Risk Management Seminar 2012 for MTU Services
Kenny Ong
Takaful IKHLAS Sdn Bhd
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THE NEW WORLD
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The World Today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009
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• Shareholder : MNRB Holdings Berhad (100%)
• Established Date : 18 September 2002
• Operational since : 2 July 2003
• Takaful Model : Al-Wakalah
• Business Portfolio : General and Family Takaful
• Number Products : More than 90
• Number of Participants : More than 1,800,000
• Number of Agents : More than 6,000
• Number of Staff : 490
• Regional Offices : 11
• Paid Up Capital : RM295 million
TAKAFUL IKHLAS CORPORATE PROFILE
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IKHLAS Customized Healthcare Solutions
Smart Partnerships
Wellness Program
Cost Management
Flexible
Medical Advisory
Board
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"The digital watch didn't come from
established watch companies, the calculator
didn't come from slide rule or adding
machine companies, video games didn't come
from board-game manufacturers Parker Bros
or Mattel, the ballpoint pen didn't come from
fountain pen manufacturers, and Google
didn't come from the Yellow Pages" Bob Seidensticker, Futurehype
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What’s wrong with Strategic
Planning Today?
Long-term Plans
Objectives
Strategies
Enablers
Resources
Also known as L.O.S.E.R.
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What’s wrong with Strategic
Planning Today? 1. Biggest Threats often come from OUTSIDE your normal
industry
2. Planning from the base of an ‘Existing’ organization vs. zero-based
3. Traditional Analysis (e.g. SWOT) based only on known or existing assumptions or knowledge
4. Spending too much time in market research and analysis
5. Defining the company from a Product/Service perspective vs. Category vs. JTBD (e.g. Coca-cola)
6. Wrong Benchmark – already successful vs. what made them successful
7. Implementing BSC and PMS to improve Business Model and Strategy
8. New strategy, same people
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Finance Today…
$19.90
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Contents
1. The Biggest Risk of All
2. Growth Risks
3. Reputational Risks
4. R&D Risks
5. People Risks
6. How To…
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THE MOST IMPORTANT RISK
OF ALL
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Strategic Risk
External events and trends that can destroy a company's growth course and shareholder value:
1.Industry
2.Technology
3.Brand
4.Competitor
5.Customer
6.Project
7.Stagnation
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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So, what is the biggest
risk of all?
IRRELEVANCE
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Irrelevance Risk =
Business Model Risk
• Business Model Risk
– Business Model
– Industry
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The Business Model
The biggest and most holistic
consideration
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The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
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What is the Business Model?
UVP
Market
Discipline
Cash-Flow
Model
•Tata Nano
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Business Model: UVP
Unique Value Proposition (USP)
=
Targeted Customer
=
Core Buying Purpose/ Customer Value
Proposition/ Job To Be Done (JBTD)
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Business Model: UVP
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?
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Business Model: UVP
1. Insufficient WEALTH
2. Insufficient ACCESS
3. Insufficient SKILL
4. Insufficient TIME
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Business Model: Cash-Flow Model
Revenue
Cost
Margin Cash
Flow
Assets
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Business Model: Cash-Flow Model
Cash-Flow Model Examples:
1. Gillette Shaver
2. IBM and Lenovo
3. GM and GM Finance
4. Google and Ad Revenue
5. McD and Drive-thru revenue
6. SaaS PAYU e.g. Siebel/Salesforce
7. Facebook and Investors
8. Courts and Instalments
9. Kindle Fire and e-Books
10.Celcom and MVNOs
11.Kenya and M-Pesa
12.Banks and Non-Fees vs. Fees
Revenue
Cost
MarginCash
Flow
Assets
Revenue
Cost
MarginCash
Flow
Assets
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What is the Business Model?
UVP
Market
Discipline
Cash-Flow
Model
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Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
Operational Excellence
Customer Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
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Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
Operational Excellence
Customer Intimacy •Air Asia
•LV
•Ramly
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Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
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Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
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Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
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Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Alignment & Consistency:
Disciplines, Priorities, and KPIs
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Operational
Excellence
Customer
Intimacy
Product
Leadership
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Each Discipline Requires
Different Priorities & Resources
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Operational Excellence
•Central authority, low level of empowerment
•High skills at the core of the organization
•Disciplined Teamwork
•Process, product- driven
•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems
•The system is the process
•Command and control
•Quality management
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Each Discipline Requires
Different Priorities & Resources
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Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Product Leadership •Ad hoc, organic and cellular •High skills abound in loose-knit structures •Concept, future-driven •Experimentation and 'out of the box' mindset •Person-to-person communications systems •Technologies enabling cooperation •Rewarding individuals' innovative capacity •Risk and exposure management •Product Life Cycle profitability
Each Discipline Requires
Different Priorities & Resources
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Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Customer Intimacy
•Empowerment close to point of customer contact
•High skills in the field and front-line
•Customer-driven
•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and
external information
•Strong analytical tools
•Customer equity measures like life time value
•Satisfaction and share management
•Focus on ‘Share of Wallet’
Each Discipline Requires
Different Priorities & Resources
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Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency
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Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency
HP well-balanced
portfolio, mass
customization
Acer super lean
cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2009-2011
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Where are your Key Risks?
UVP
Market
Discipline
Cash-Flow
Model
RISK?
RISK?
RISK?
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Operational
Excellence
Customer
Intimacy
Product
Leadership
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Where are your Key Risks?
RISK? RISK? RISK?
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• Operational Excellence • Move know-how from top performing
units to others
• Benchmark against best in class
• Ensure operations training for all employees
• Use disciplines like TQM for continuous learning to reduce costs and improve quality
Market Disciplines and Risk
Mitigation Focus
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Market Disciplines and Risk
Mitigation Focus
• Customer Intimacy • Capture knowledge about customers
• Understand customer needs
• Empower front line employees
• Ensure that everyone knows the
customer
• Make company knowledge available to
customers
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• Product Leadership • Reduce time to market
• Commercialize new products fast
• Ensure that ideas flow
• Reuse what other parts of the company
have already learned
• Ensure there are multiple sources of
funding
Market Disciplines and Risk
Mitigation Focus
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Industry Risk
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Financial Product Innovation from
Non-Traditional Financial Players
• M&A: bar code readers, inventory tracking, location-
based deals
• App: loyalty card, coupon, NFC, mobile payment at
restaurants and cafés
• eWallet (soon)
• eWallet – in collaboration with Citibank, MasterCard,
Sprint Nexus 4G
• Raised $32,000,000 - $10 at a time, via TEXT for the
Haiti earthquake 2010
• the largest holder of personal savings in the world: $2.1
trillion of assets in yū-cho savings accounts, $1.2 trillion of
assets in kampo life insurance services, ¥140 trillion of
government bonds.
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Industry Risks
The A.T. Kearney Strategy Chessboard, June 2011
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Guess Who?
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Strategic Risk
Other Industry Risks – Margin Squeeze
– Rising R&D / capital expenditure costs
– Overcapacity
– Commoditization
– Deregulation
– Increased power among suppliers
– Extreme business-cycle volatility
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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GROWTH RISK
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Growth Risk
• Growth Risk
– Growth Model selection
– Competitor
– Customer
– Benchmarking
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Growth Model Selection
1.Base Retention
2.Share Gain
3.Positioning 4.Adjacent Market
5.New Business
GROWTH
“Double-Digit Growth”, Michael Treacy
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Growth Model Selection
1. Base Retention
2. Share Gain
3. Positioning 4. Adjacent Market
5. New Business
GROWTH
“Double-Digit Growth”, Michael Treacy
•Increase switching cost
•Customize products
•Preempt Defections
•Brand
•Neutralize Competitor
advantages
•Superior Value
•Buy market share
•Spot growth opportunities
•Organized search
•Promising Market?
•Make or Buy?
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Growth Model Selection:
Risks
1.Base Retention
2.Share Gain
3.Positioning 4.Adjacent Market
5.New Business
GROWTH
“Double-Digit Growth”, Michael Treacy
RISK?
RISK?
RISK? RISK?
RISK?
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Growth Model Selection: Risk Mitigation
• Growth Rate
Growth
Rate
Strategy Why?
Fast 1. Market
Positioning
2. Share Gain
3. Base
Retention
•Maintain market share in strategic
segments
•Prepare for market decline
•Competitors focus too much on
getting new customers
Flat 1. Base
Retention
2. Share Gain
(Acquisitions)
•Lose customers slower than
competitors
•Create scale economics, squeeze
costs
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• Churn Rate
Churn
Rate
Strategy Why?
Low 1. Share Gain
(Acquisitions)
2. Adjacent
Markets
•Buying customer base is
cheaper than own efforts
•New products, old customers
strategy
High 1. Base
Retention
2. Share Gain
3. Adjacent
Market
•Lose customers slower than
competitors
•Customers are always open to
the best value and offer
•Desperate to gain revenue
How Markets determine
Growth Strategies (2)
Growth Model Selection: Risk Mitigation Growth Model Selection: Risk Mitigation
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Fast Growth,
Low Churn
1.Market Positioning
2.Share Gain
3.Base Retention
4.Adjacent Markets
•Example: XYZ Sector
Growth Model Selection: Risk Mitigation
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Other Growth-related Risks
Competitor – Emerging global rivals
– Gradual market-share gainer
– One-of-a-kind competitor
Customer – Customer priority shift
– Increasing customer power
– Over reliance on a few customers
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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Dangers of Best Practice
and Benchmarking…
Company
Performance
high
low
‘Best Practice’
theories
low high
zero
Perfor
mance
Trend
line
“Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005
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Dangers of Best Practice
and Benchmarking…
Company
Performance
high
low
‘Best Practice’
theories
low high
zero
Perfor
mance
Trend
line
“Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005
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Dangers of Best Practice
and Benchmarking…
Selection Bias:
1. Success Traits = Failure Traits
2. Successful Cases + Failure Cases
3. Worst effects in ‘Old’ industries
4. Overvalue ‘best practice’ theories
5. Current accomplishments unfairly magnified by
past achievements
6. Reverse Causal
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Dangers of Best Practice
and Benchmarking…
Also known as ‘Beware of Consultants’:
1. Selection Bias
2. Big vs. Small company
3. Selective success stories
4. Correlation vs. Causal
5. Survey problems
6. Practical vs. Glamour-to-have
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Other Growth-related Risk
Stagnation – Flat or declining volume
– Volume up, price down
– Weak pipeline
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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R&D RISK
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R&D Risk
• R&D Risk
– R&D
– Innovation
– Research/Information
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Basic R&D Risks…
1.Top Down – Process problem
2.Because I can - Competency problem
3.Poor business value – Ignorance
problem
4. No Budget - Alignment problem
5.Not-Invented-Here – Ego problem
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The “Old” Days
Invent
R&D
Build
• Manufacturing
• Product Dev.
Market
Marketing Sell
Sales
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The “New” Days
Invent
Build
Market
Sell
R&D
Manufacturing
Marketing
Sales
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Marketing 101
Product
Promotion
Pricing
Place
4Ps
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Marketing & R&D
Product
Promotion
Pricing
Place
4Ps
Features
Brand
Target
Logistics/
Technology
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Marketing & R&D
Features Brand
Target
Logistics/
Technology
Price
Promotion
Place
Product
IKEA
Apple
Nestle
Asus
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R&D Today → RD&D
• Garnier
• Digi
Design Point 1: Designed to SELL
Design Point 2: Before-After R&D
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R&D Today → RD&D
• Research, Development & DESIGN
1.Features
2.Benefits
3.Differentiation
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R&D Today → RD&D
• Research, Development & DESIGN
1.Function
2.Aesthetics
3.Logistics Design Point 1: Designed to SELL
Design Point 2: Before-After R&D
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Retail Adaptation:
McDonald’s Menu
Product Variation:
– 80% Global, 20% Local
– home-style meals (Boston Market)
– burritos (Chipotle)
– coffee (McCafé) – DVD rentals (Redbox)
– Premium menu items (snack wraps, sweet tea
Frappes)
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Retail Adaptation: McDonald’s Design
$2.4 billion to: •redo at least 400 domestic outposts,
•refurbish 1,600 restaurants abroad,
and
•build another 1,000
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Business Situation vs. R&D
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
NPD Cycle Time
Improve Edge
Extensions
Counter Competitor
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Focused on
‘Breakthrough’
JV, In-source, Out-
source
Eliminate bottom 20%
Improve Top 15%
revenue-generating
products
↓ R&D, ↑Sales
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Potential Tools for Innovation in
the Financial Services sector
• Social Networks - new financial services, increase
interaction with customer, collect new ideas from outside
• Dedicated “Innovation Department” or “R&D
Department”
• Think broadly about what their target customers are
trying to get done
• New technologies – Mobile, Social, Cloud, GeoMarketing
etc.
• Under-served Markets, New Segments on Value-Chain,
Micro Niche segments
• Academia partnership
• Corporate venture capital fund
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Location-based example
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Future of Financial Services Sector
• Just take an image of the front and back of the check.
• No annoying deposit slip required
• Immediate confirmation of deposit transaction.
• It’s Free
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• Just slide the Money Bar to transfer funds
between accounts.
Future of Financial Services Sector
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Research/Information Risk
“In business after business, 60% to
80% of lost customers reported
on a survey just prior to defecting
that they were satisfied or very
satisfied.”
HBR March/April 1996
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‘Input’ Filters and Associated Risks
Mkt Rsc R&D
Research
Development
Filter
Filter
Filter
Marketing
Filter
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Information Drifts (1/2)
1. Availability Drift: Looking for convenience • You give more weight to information that’s more
readily available to you.
2. Experience Drift: Influenced by personal prejudice • You tend to see things in terms of your personal or
professional interest.
3. Conflict Drift: Struggling with beliefs • Your natural tendency is to reject information that
conflicts with your beliefs.
4. Recall Drift: Trusting your memory • You more easily recall information about things
familiar to you.
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Information Drifts (2/2)
5. Selectivity Drift: Picking your priorities
• You screen out information and observations about
things that do not interest you.
6. Anchoring Drift: Weighing answers too heavily
• If you lack experience in a specific area, you hang on to
or anchor to the first information you hear.
7. Recency Drift
• You place greater emphasis on what has just
happened to you.
8. Favorability Drift
• You are more likely to look harder for information that
supports your beliefs rather than input that is obvious in
front of you.
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REPUTATIONAL RISK
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Reputational Risk
• Reputational Risk
– Branding
– Public Relations
– Crisis Management
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Strategic Risk
Brand – Erosion
– Collapse
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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90
What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
“Retention and Loyalty are useless if
No Conversion is happening.”
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91
What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”
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92
What is the Objective?
1.Comm = Relationship (something
like Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm = Get more people, to buy
more, more frequently, at higher
prices
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Brand Erosion
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Less people, buying less things,
less frequently, at lower prices.”
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What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes Relationship Image
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What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
Price
Quality
Time
Selection
√
√
Smart Shopper
Relationship Image
Operational Excellence: Quality and selection in key categories with unbeatable prices
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What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
√
Brand
Time
Function
√
√
Best Product
Relationship Image
Product Leadership: Unique products and services that push the standards
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What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
√
√
√
√
Service Trusted Brand
Relationship Image
Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships
Relations
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Public Relations and
Reputational Risk
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Why is PR important to
Business Value?
1. Funds
2. Brand
3. Intelligence
4. Business
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Why is PR important to
Business Value?
1. Funds
2. Brand
3. Intelligence
4. Business
Communication
to bring in the
Funds
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Why is PR important to
Business Value?
1. Funds
2. Brand
3. Intelligence
4. Business
Communication
to bring in the
Sales
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Importance: Brand
PR is a key component of corporate
Branding due to its direct influence on:
1. Multiple parties (Investors)
• These parties are either our Branding
targets or has influence on our branding
targets
2. Brand Story
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Challenges of Public
Relations
1. Stake- vs. Share-holder*
2. Public Opinions
3. Indirect Stakeholders – NGOs, Community Activists, Online Networks
4. Increasing focus on ecological, social, ethical issues
5. Diverged expectations for same issue
6. Web 2.0
7. What to do with Excessive Cash?
8. Superficial changes vs. Fundamental Changes
9. Investors depend on ‘hearsay’ vs. ‘facts’
10.Share Price ≠ Market
11.R&D/M.S./HR vs. Investor Expectations
12.Opposing ‘Expert’ views
13.Operational Risk -> Reputational Risks
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PR Challenges
“Good news for stockholders can be
bad news for other stakeholders.” Gregory Miller, Assoc. Prof., Harvard Business School.
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Audiences – Good News?
Bad News?
• money saved by tough bargaining
with a union
• announcing a dividend: to employees
• announcing a dividend: to
environmentalists
• setting up Diversified business
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Audiences
Institutional
Fund Managers
Corporations
Sovereign Funds
VCs
NGOs
Non-Profit Org
Financial (Loans)
JV Partners
M&A
Social VCs
Holding Co.
HQ (MNC)
Gov VCs
Supply Chain
Government
PFI
Competitors
Franchisees
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Audiences
Individuals
Investors
Employees
Shareholders
Customers
Distributors
Management
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How do External Parties get
their ‘INFO’? (1/2)
Institutional
Gov./Politics Customer
s
Suppliers
Economic
s AGM
Market
Research
Internet*
Annual
Report Media
Analysts
Fund
Managers
Due
Diligence
NGOs
Newsletter Spokespersons
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How do External Parties get
their ‘INFO’? (1/2)
Institutional
Gov./Politics Customer
s
Suppliers
Economic
s AGM
Market
Research
Internet
Annual
Report Media
Analysts
Fund
Managers
Due
Diligence
NGOs
Newsletter Spokespersons
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110
How do External Parties get
their ‘INFO’? (2/2)
Individuals
Gov./
Politics
Customer
s Public
Events
Economic
s AGM Ads
Internet*
Annual
Report
Media
Analysts
Fund
Managers
Relatives
Friends
Pasar
Malam
Employees
Employee
Bloggers
Mgmt
Action
s
Newsletter
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111
How do External Parties get
their ‘INFO’? (2/2)
Individuals
Gov./
Politics
Customer
s Public
Events
Economic
s AGM Ads
Internet
Annual
Report
Media
Analysts
Fund
Managers
Relatives
Friends
Pasar
Malam
Employees
Employee
Bloggers
Mgmt
Action
s
Newsletter
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What topics interest External
Parties?
Acquisition
target
Layoffs
Cost
Cutting
New
Mgmt
Treatment
of Profits Consistency Ecology
Economics
Politics
Strategy
Alignment
CSR-
related
Crisis
Topics?
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113
What topics interest External
Parties?
Acquisition
target
Layoffs
Cost
Cutting
New
Mgmt
Treatment
of Profits Consistency Ecology
Economics
Politics
Strategy
Alignment
CSR-
related
Crisis
Topics?
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114
What Events impact External
Parties?
Politics
Financial
Announcements
Shareholding
changes
Structure
Accidents Economic
Crisis
Competitor
Moves
M&A
New
Plans
Share-
drop
Events?
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115
What Events impact External
Parties?
Politics
Financial
Announcements
Shareholding
changes
Structure
Accidents Economic
Crisis
Competitor
Moves
M&A
New
Plans
Share-
drop
Events?
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116
Good News vs.
Controllability
Can Control Cannot Control
Internal
Attribution
External
Attribution
?
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Bad News vs.
Controllability
Can Control Cannot Control
Internal
Attribution
External
Attribution
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118
Stakeholders vs. Reputation
Communications
Consumer
s, Partners
Media Sharehold
ers,
Investors,
Analysts
Regulators Civil
Society,
NGOs
Key Issues
Key
Questions
asked
Actions
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119
Media-specific Reputation
Communications
Media
Key Issues •Big business as negative
•Lack in-depth reporting for balanced view
Key Questions
asked
•Limited, usually telecons with IR/CC
Actions •Websites
•Press Release
•Management Press
•Sells-side Analyst calls and reports
•Industry Reports
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Crisis Management
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What is a Crisis
1. cannot be predicted,
2. they always bring about change—
often for the worse, and
3. affects reputation, management,
brand or market share.
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Goal of Crisis Management
“to contain and/or prevent the
impact on the various audiences
that corporations must recognize”
these audiences are customers, employees,
communities, government, and of course, the
shareholder/ investment community.
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Board’s Role in Crisis Management
1. Understanding types of Crisis Risk
2. Effective Crisis Plans
3. Good Communications Strategy
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Type of Crisis - Corporate
Entire organization is put at risk:
• Failure of Corporate Governance
• Changing the shape of structure or
organization
• Failure of strategy
• Government regulations
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Type of Crisis – Site
Part of organization is put at risk:
• Major fire
• Explosion
• Dangerous leaks and spills
• Physical damage
• Physical harm to staff
• Theft of dangerous materials
• Natural disasters
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Type of Crisis – Product
• Process failure contamination
• Direct and indirect Raw material problems
• Mischief or extortion
• Counterfeiting
• Poor distribution
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Type of Crisis – Employee
• Criminal acts
• Sabotage
• Drugs
• Money-laundering
• Lawsuits
• Defection
• Loss of key staff
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Type of Crisis – Competitor-initiated
• Media attack
• Prevent a deal
• Dismantle barriers to entry
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Crisis Planning
• Vulnerabilities Audit
• Business Recovery Planning
• Disaster Recovery Plan
• Crisis Communication Plan
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Crisis Management Plan
Business Function Crisis:
Before
(readiness for
crisis)
During
(sound crisis
management)
After
(profiting and
learning)
Policy and
Planning
Process Owner:
[dept. accountable]
Communications
Logistics & Info
Systems
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Crisis Communication Plan
• Crisis Communication Team (to determine small
or BIG for communications purposes)
• Crisis Media Plan
– Media Management
– Media Centre
– Crisis Spokesperson & Interview
– Press Release
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PEOPLE RISK
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People Risk
• People Risk
– Succession Planning and Business
Continuity
– Fraud
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Practical succession planning
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Right vs. Wrong SP Method
Succession Planning as
per Job Positions
Succession Planning as
per Leveling
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Risk and Succession Planning
Succession Planning
=
Business Continuity Plan
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What’s your SP goal?
Succession Planning
Personal
Estate Planning
Business
Legacy
Business
Continuity
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Principles and Objectives
Principles Company’s Needs
1.Succession Planning of Key Leaders –
Founding Directors (perpetual business theory)
2.Retention of Key Staff – especially younger
ones
3.Transform into a Performance-based
organization
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Principles and Objectives
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
3.Hire Low, Train High
4.Performance vs Potential
5.Retention / Engagement
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The Wrong Approach
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The Better Approach
Business
Strategy OJT, Mentoring,
Big-5, LP, PDP,
SDP, Projects,
P/P Grid, SP Table,
PDP, Premium,
Q12, C&B, ACDP, SCL,
Transfers, Events
P/P Grid, Q12,
PA, SDP, SP
Development
Motivation
Selection
Evaluation
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Targeting: Identify and Attract
Group I
(Talent Pool)
2
3
4
5
PE
RF
OR
MA
NC
E
2 3 4 5
POTENTIAL • Identify
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Targeting: Identify and Attract
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
2
3
4
5
PE
RF
OR
MA
NC
E
POTENTIAL • Identify
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Succession Planning Table:
Example Succession Plan
Business-Critical Position 1
Ready Now 1-2 years > 2 years (Year estimated)
Head of Sales 1. Ramli Bakar
2. Joseph Wan
3. Selina Chan
1. Rebecca Ganaraj
2. Abu Hassan
3. Lee Tai How
1. Irene Soo
2. Fatimah Ibrahim
3. Kan Weng Tai
Business-Critical Position 2
Ready Now 1-2 years > 2 years (Year estimated)
Head of Operations 1. Wong Wai Chun
2. Selina Chan
3. -
1. Abu Hassan
2. Syed Kamil
3. Jessica Lee
1. Khoo Tien Wee
2. -
3. -
Business-Critical Position 3
Ready Now 1-2 years > 2 years (Year estimated)
Head of R&D 1. Michael Wong
2. -
3. -
1. -
2. -
3. -
1. Khariul Nizam
2. Jessica Lee
3. Wong Lai Sun
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Advanced Career
Development Plan: Example 9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
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Advanced Career
Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
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Advanced Career
Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
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Advanced Career
Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
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SCL: Specialist Career Ladder
•Telco,
•Outsourcing,
•Aerospace,
•Biotech,
•Digital media,
•Animation,
•M&A
•Financial forensics
Associate Specialist (2)
Specialist (4)
Consultant (4)
Principal Consultant (1)
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Last Note about Succession
Planning
“He has 20 years experience:
1 year of bad experience
repeated 20 times”
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Fraud
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No Business, No Risks.
• Ironically, success is the cause of risk
• More success, more money, more fraud
• Easiest way to reduce fraud is to reduce
business
• Don’t laugh. This is what most Finance and HR
people do, unintentionally
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Fraud Risk Mitigation?
Standard Fraud definition:
What is Fraud?
1. Someone is Lying
2. Someone is Benefiting
Both Conditions must be met in order to be
considered Fraud.
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Where are the Risks?
Industry
Management
Staff
Frontline
Sup
plie
rs/V
endors
R
eta
il Fro
nt
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Real Fraud, Real Risks
1. Distributor Fraud
2. Staff Fraud
3. Management Fraud
4. Distributor
5. Credit Loss
6. Undercutting
7. Purchasing
8. Credit Card
10.Ghost Staff
11.Ghost Distributor
12.Financial Reporting
13.Theft
14.Sales Staff
15.eCommerce
16.Share manipulation
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Fraud Root Causes
• Policy problem
• People problem
• Unavoidable problem
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Possible Psychological Root
Causes for Fraud
1. "Everyone does it."
2. "It was small potatoes."
3. "They had it coming." – the revenge syndrome
4. "I had it coming." – the equity syndrome
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GENERAL STRATEGIES AND
POLICIES
• B1. Classification of Behaviors
– B1.1 Disrespectful Workplace Behavior
– B1.2 Progressive Discipline
– B1.3 Zero Tolerance
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GENERAL STRATEGIES AND
POLICIES
• B2. Recruitment and Selection
• B3. Exit
• B4. Employee Assistance Program
• B5. Anonymous Hotline
• B6. Communication and Feedback
• B7. Training and Education
• B8. Formal Complaint and Grievance
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GENERAL STRATEGIES AND
POLICIES
• B9 Leadership
– 1. Leaders act as role models whether
consciously or unconsciously
– 2. Leaders determine the working
environment
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GENERAL STRATEGIES AND
POLICIES
• B9 Leadership
– 1. Educate
– 2. Involve
– 3. Teach
– 4. Eliminate
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SPECIFIC STRATEGIES AND
POLICIES
• C1. Theft and Fraud – Root Causes
– 68.6% - no prior criminal record.
– Struggling financially or large purchases
• difficult time in their lives
• gets out of hand
– Merger and acquisition or reorganization
activity.
• ‘I don’t have a career here’ attitude.
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SPECIFIC STRATEGIES AND
POLICIES
• C1. Theft and Fraud - Prevention
– Background checks
– Duties segregated
– Anonymous hotline
– Share the wealth
– Communicate successes
– Make a big noise when discovered
– Video surveillance equipment
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SPECIFIC STRATEGIES AND
POLICIES
• C2. Violation of confidentiality or security
of company information - Prevention
– a. ICT Security Policies
– b. Ownership of Intellectual Property
– c. Inside Information and Trading of shares
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*ICT Security and Fraud (1/3)
Biggest ICT risks
• E-mails
• Portable drives
• Social Media
• Cloud services
• Mobile devices
• Laptops
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*ICT Security and Fraud (2/3)
The following are threats faced from ‘inside’ the
company:
• Current Employees,
• On-site Contractors,
• Former Employees,
• Vendors/Suppliers,
• Strategic Partners, and
• OEMs
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*ICT Security and Fraud (3/3)
1. Web browsing and
Internet Access
2. Username and
passwords
3. Instant Messaging
4. E-Mail
5. File access permissions
6. Backups
7. Crisis management,
Disaster recovery and
Business Continuity
8. Physical
9. PCs and laptops
10.Remote access
11.Servers, routers, and
switches
12.Internet / external
network
13.Wireless
14.PDA and cell phone
15.Documentation and
change management
ICT Security, Backup, and Continuity Strategies:
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Mistakes and Lessons
Learned on Fraud Cases
1. Price to Pay for Fraud/Risk Mitigation =>
Business Flexibility
2. Control vs. Growth
3. Rules vs. Humanity/Motivation
4. Not tackling the root cause i.e. Motive +
Opportunity i.e. Humans
5. Focus on Finance vs. Sales/Marketing => who
has control?
6. Relationship Role vs. Enforcement Role e.g.
Sales vs. Credit Control vs. Retail Audit
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HOW TO…
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• How To…
– 4-Wheels Model
– Checklists
– Insurance/Takaful
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Risk Mitigation Strategies
Culture
Mitigation
Identified
Fraud
Risks
Structure Resources
Leadership
Person
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Alignment: Framework
• Org Structure
• Job Design – C.Fraud.O.
• Policies & procedures
• Governance, Internal Controls
• Management Systems, SOPs
• Central
• Special Task Force
• Internal Audit, Surprise Audit, Regular Audit
(Surveillance)
• Levels of Authority, Power Balancing*
Structure
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*Power Balancing
1. Initiate
2. Propose
3. Approve
4. Monitor
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Alignment: Framework
• Tools
• ICT Systems
• Rules detection
• Whistle Blower
• PED
• Profiling/Assessment Tools
• Budget for Investigation,
Litigation
Resources
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Strategy: Framework
• PED
• Involuntary Role Modeling
• Personal accountability and
Commitment
• Values
• Watch out: Current people promoted
to Key Positions
• Promotional criteria
Leadership
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Alignment: Framework
• New Employee Background checks
• Willingness to Punish
• Root Cause Analysis (Mager & Pipe)
• Rotation
• PED
• Fraud Detection & Analysis Competency
• High Risk Jobs
• IT breaches through Frontline
Person
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Strategic Risk Map
Type of
Risk Risk Rating
Expected timing
in years
Changing
probability
over time 1 2 3 4 5
A. Slywotzky & J. Drzik, Harvard Business Review, April 2005
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End Notes
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Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
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180
Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
![Page 181: MICG - Strategy and Risk Management for MTU Services](https://reader034.vdocuments.us/reader034/viewer/2022042607/55494271b4c9050f4d8b522f/html5/thumbnails/181.jpg)
181
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Affection
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Thank You.
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