National Healthcare Firm, >$50 Billion Revenue, >125K employees
•The client was faced with significant, repeated audit challenges due to the repeated failed interaction of control owners in the execution of a control. Efforts to address the situation had failed in the past. Organizational players did not communicate and a ‘blame’ culture pervaded.
•Our personnel worked with key client stakeholders to understand the span of the control processes in question and identify areas where the control handovers were not functioning. Control operational processes were redesigned to emphasize joint responsibility for success and automation selectively implemented to improve adherence to the control specifications, while reducing the demand on existing personnel to perform repetitive tasks. Collaborative training programs crossing IT and business organizations were undertaken, reducing the silo effect.
•The client was able to leverage process redesign to change the make-up of the tasks and engender a more collaborative work environment. As knowledge was shared, and barriers broken-down, control effectiveness –supported by selective tooling automation- increased significantly to support improved audit results.