Have you automated your Narrative reviews?

Are you paying employees to inventory email responses or spend hours in update meetings to accomplish tasks that can be automated? With the application of policyIQ forms, your employees can take back time that was spent on tedious tasks and focus on work that matters.

If your team is still using Word, Excel, and email to manage 302 CertificationsControl Self Assessments and Narrative Reviews, they are engaging in the frustrating task of having to inventory the responses from their inbox and then babysit and pester people to complete their work. As responses do arrive, they evaluate who they’ve heard from, who hasn’t responded, and evaluate whether/which follow-up activities are warranted. They are likely also having to pull together routine assessments regarding the status of responses to share with management and others.

Before anyone invests another minute on the effort of pulling together the Narrative Reviews for next quarter, contact us to help your team realize these benefits right away:

  • Simplified roll-out of questions/certifications each quarter
  • Easy access to real-time information for monitoring of status
  • Automation of reminders going out to outstanding respondents
  • Automated compiling of results
  • Effortless reporting for management

There are lots of products out there that will set you back $50-$500k annually that promise efficiency gains in your compliance processes. For a fraction of that cost, we’ll deliver on that promise in a matter of weeks—not months or years. Work smarter. Spend smarter. Contact us today to schedule your configuration session. 

Who wants to avoid redundant effort and rework?

RGP consultant, Jason Chiang, recently wrote:

Jason Chiang
Expert in risk management and audit

“A narrative provides mid-level detail of the transactions and internal controls within a business process and includes who, how frequent, and in what location the transactions and controls are being performed…

…Narratives should be updated as changes are implemented in the organization. The updates should follow a workflow where there is a review process for significant changes.”

For many clients, automating the process of updating compliance documentation is a critical but often overlooked part of their practices. Each year, various aspects of controls may change, such as steps of the control procedure, the control description, or control ownership.  As these critical bits of information are updated, it is important, as Mr. Chiang stated, that the associated narrative pages are also updated to reflect the latest information.

Who wants to avoid redundant effort and rework?!

If you haven’t already implemented policyIQ or you have policyIQ and you haven’t taken advantage of this feature, this is a good time to tune in and make a note: policyIQ has a “linked field” option that allows you to update control language (or other documentation) in one place and present the updated language in related documents—here’s the key: without redundant effort or rework!

Displaying all related Controls in the Narrative is probably the most common request, but you can also display Risk language in Controls, Control language in Tests, and the contract review conclusions in a management summary page, among a seemingly infinite number of options! No more hunting down related documents to make small tweaks–it’s already done!

To learn more about how reduce redundant effort and rework, contact our team at Support@policyIQ.com.

Your Risk Assessment spreadsheets are costing you!

Are your employees still manually managing Risk Assessments using spreadsheets?
If you answered yes, they are likely struggling to work with others efficiently, they are frustrated by version control issues, and they are wasting time trying to figure out who has given input and who still needs to provide information.

The data in spreadsheets is difficult to aggregate. Performing analyses within a spreadsheet is limited, and across multiple spreadsheets it is nearly impossible. There are nearly always issues with data entry and, therefore, data integrity. So, your employees are likely also spending time having to validate and track down information and they’re likely performing rework to shore up assessments and findings. For all of these reasons, spreadsheets prolong the time and expense of audits.

RGP’s policyIQ team has developed features that help you to automate questionnaires, inventories, risk ratings, capability measures, track gaps and roll-up findings. Your management and audit teams can begin collaborating on their finance, operational, fraud and enterprise risk assessments right away.  Contributors from your locations can work together in one flexible and easy to use tool with confidence in the security and accuracy of their information and analyses. Templates for various risk assessments are easy to customize. Notes and assumptions from previous assessments can be easily referenced and considered in current risk calculations.

Your auditors can remotely review the content that you choose to make available to them and only after it has completed the review process that you enforce using policyIQ.

Reach out to us to request your free trial site and to learn more about how your team can end their reliance on spreadsheets. Work smarter.

Flexible Risk Assessment Frameworks with World-class Subject Matter Expertise

When deploying a technology platform for any GRC process, many questions are considered during the procurement process.

“How long will this take to get up and running?”

“Is it customizable?”

“Is this software affordable – and what if we choose to expand the scope of our deployment?”

Within the scope of GRC, policyIQ can be used to implement nearly any type of risk assessment – and can be done quickly (with custom tailored content), all at an affordable price.  It’s a system that grows as you grow.  But as you likely know, risk assessments are an area that has a seemingly infinite number of options on how to get from A to Z.  Fraud Risk?  Financial Risk?  Third Party Risk?  And the various methodologies to achieve each can be staggering.  

Can I implement my own methodology, or am I forced to use the software’s built-in items?

You’d be surprised to find that for many software platforms, the response to this doesn’t always yield positive answers.  One of the benefits of utilizing policyIQ is that the keys are in your hand for making this decision.  We have clients from all corners of the globe that choose to use their own methodologies when leveraging our software – and are able to do so with excellent results.  Likewise, many organizations have sought subject matter expertise, looking for a proven methodology and guidance to help them get the ball rolling. 

Regardless of the approach, policyIQ’s flexible platform is fine-tuned by the client to become the go-to place for establishing a consistent and reliable risk assessment environment, year after year.

Learn more about RGP’s professional services, or have a look at policyIQ’s solutions for GRC initiatives.

How many spreadsheets are you trying to manage for ASC 606?

RGP is hearing from Public and Private companies who are working to get a handle on their Revenue Recognition compliance efforts. As with many new initiatives, most of those tasked with the responsibility of rolling out a contract review process began with authoring the process in Excel. This particular process, more than some, requires a number of people with varying technical skills and technical accounting expertise to work through a long checklist or multiple spreadsheets full of questions and considerations. And, like many others, these teams are racked with frustration over the common ills of spreadsheet-based processes:

  • Almost as soon as the tool is put to use, the version is out of date and the data does not reconcile with other versions.
  • It is difficult to track and understand which version is the latest or the “best”.
  • Often, spreadsheets are not properly secured and suffer unintended changes.
  • Changes to data attributes in the spreadsheets can have significant impact on conclusions.
  • Sharing and communicating lessons and conclusions is a massive and disjointed effort.
  • It is difficult to roll-up the results from multiple spreadsheets for analysis and reporting to management and auditors.
  • If multiple people must work in and make adjustments to the spreadsheet, it can be remarkably challenging to trace the changes back to the appropriate party.
  • It is virtually impossible to dictate order of responsibilities and to consistently communicate and enforce an approval process.

RGP has a few remedies that can help you to treat or avoid these ills.

Private Companies –  RGP has a proven Revenue Recognition solution that can help companies from your early assessment through planning how you will fill gaps in policies and systems and can aid your team with the implementation of agreed upon solutions, controls, policies and associate training and communication.

Public Companies – Those who worked to tackle ASC 606 compliance on your own in year one can certainly still call on us to evaluate your program and to identify and guide you to address and close gaps.

All Companies can take advantage of RGP’s proprietary tool, policyIQ, to remedy the ills associated with spreadsheet based processes. Companies have the option of

  1. leveraging the flexible and configurable policyIQ to automate your own checklist or questionnaire or
  2. you can adopt the RGP solution with pre-built templates that guide the reviewers through the contract review process.

In either case, you can put your spreadsheet worries to rest and bring centralized access, version control, workflow, reporting for analysis and management review to your Revenue Recognition program.

Contact us to learn more about our technical accounting expertise, project support, and proprietary technology: support@policyIQ.com.

Community Credit Unions Need policyIQ

We’ve talked a lot about the breadth of industries that are served by policyIQ, and the diversity of our users.  When it comes to who can benefit from policyIQ, we have yet to find an organization for which we have no value to add.  We also recognize that some industries and niches need our product more than others, and community credit unions are a perfect fit.

Community Credit Unions Need policyIQcreditunion

While financial regulations can be intense and difficult to navigate, community credit unions need compliance technology that is simple and easy to use.

  • Fast and easy setup
  • Simple navigation, with little user training required
  • Flexibility that allows a single technology to be used for many needs
  • Incredibly low cost for small teams
  • Dedicated user support team committed to exceptional service

Are you exploring compliance technology for your organization?  Find out how policyIQ meets your needs by contacting us today!

Suffering low morale and a disconnect between executives and those doing the work every day?


 

 

 

 

Art Weeast has helped a number of organizations to “think beyond the task of documenting policies and procedures to the intelligence of the information that is in those documents.” In other words, think of the value or purpose that the documents serve. One of his objectives, as he trains organizations on how to create valuable documentation, is to “keep what’s in it for me, from the end user’s or the employee’s perspective, in mind as you develop content”. The end user and all stakeholders might consider, “What problems and questions can this documentation solve?”

To demonstrate the application of Process Intelligence practices (as Mr. Weeast termed his work), consider three common problems:

  1. Employees and Management do not value the documentation (mainly the procedures).
  2. Work tasks are not clearly connected to executive priorities.
  3. Business Units/Departments/Functions do not collaborate on cross-functional processes, often leading to tension and decreased productivity.

With Art Weeast’s help, let’s tackle each of these problems one at a time.

The problem faced by many (maybe most) organizations: Employees and Management do not value the documentation.

Consider how you can make your documentation useful. Follow this three step process:

  1. Set a course to establish more comprehensive documentation. Rather than tracking just the steps of the procedure, frequency, who performs…think of all of the everyday business questions that come up related to the procedures. Add Roles and Responsibilities, Applications Used, Definitions, Procedure Input and Output–these fields will help you to address common problems. Read further to see how.
  2. Make it easy for process owners and your front-line doers to capture the documentation. You don’t have to complete the fields in consecutive order. Starting with the procedure, then considering what leads into the procedure and what the outcome of the procedure is before moving on to the purpose and other data is a much easier thought process.
  3. Make use of the intelligence that is inherent in your documentation to solve business problems. With updated, comprehensive procedures, you can address common problems…effectively and efficiently!

Put your information to work for you!

Another common problem: Work tasks are not clearly connected to executive priorities. 

The front line doers, on a day to day basis, do more repeatable processes than executives do. At the executive level, it is unlikely that you will see procedures. This is the root cause of the disconnect between the tasks and executive priorities. It’s no wonder that executives generally don’t feel the value of the documentation and therefore, the employees don’t feel the priority from the executives to create and maintain the documentation. So, per human nature, documentation becomes an unwelcome task to do, and usually it is tackled at the last minute with a mad rush to get it done.

The solution?

Help your organization to establish the connection between top priorities of the business and the tasks that hardworking employees carry out day after day.

A master at translating the complex into simple steps, Art Weeast developed a method for creating this connection. He calls it an Operational Map. To build your Operational Map you will:

  • Interview the Business Owner and document Primary Functions and Sub-functions from her perspective
  • Prepare List of Procedures for each Process Owner’s Area
  • Create a visual representation of Functions and their related Sub-functions
  • Map Procedures to related Sub-Function by playing “Operational Bingo” with Process Owners—you hold and call out the Procedures while she identifies the related Sub-function.
  • Validate the mapping with the Business Owner.

The result?

  • Executives come down to a level that they rarely visit—they better understand what it takes to get things done! They begin to appreciate the value—and the NECESSITY—of the documentation in a more highly regulated and complex world.
  • Process Owners (the everyday do-ers) appreciate the collaboration with executives. They sense the tone from the top and the priority becomes clear. The do-ers begin to understand the bigger picture—the risks that the organization faces and the importance of what they’re being asked to do. And they are very curious about what other departments do!

The final problem we aim to address: Breakdown in cross-functional processes.

Frustrations build in an organization when communication and collaboration breaks down or does not exist among certain parties. You can tell this is happening when you or others can easily blame someone for inadequate, inconsistent or untimely inputs into your process—or others who put disruptive demands on you to produce an output with a nearly impossible delivery date and provide inadequate information needed to meet the demand. It is natural for all of us to personalize the process under these circumstances.

The art of establishing collaboration among cross-functional parties can be reduced to four main steps. The following steps serve to “de-personalize” the process and issues, and allow parties to focus on the desired end result.

  1. Meeting: Bring functional representatives together for a collaborative process review mediated by a neutral party.
  2. Current state: Have them describe the standard process; first without the history, exceptions or problems. Then revisit the standard process with issues.
  3. Future state: What does it look like? How is it better?
  4. Transition state: Outline steps to get from where we are today to where we need to be.

Think about what’s happening here. Typically, if anyone ever does dare to address the communication breakdown among parties, what do they typically do? They work to identify the issue(s) and to problem solve against those issues. The process outlined by Mr. Weeast, an expert in operational and change management, takes an opposite approach; helping parties to very quickly begin working together effectively.

Applying these practices outlined by Art Weeast results in an efficient and effective organization that can:


Art Weeast has decades of impressive experience in enterprise-wide leadership, technology & data expertise, Lean Six Sigma methodologies, organizational change management, and in defining and refining operational processes. Art has been a client of policyIQ with three different organizations. When I met Art, I had been involved in the work of streamlining, refining, re-engineering, and automating processes for many years, myself, and—while it was my responsibility and mission to help him in any way that I could to solve his organization’s business problems using our software—I was forever changed by what he taught me!

This post was originally shared following a policyIQ-sponsored webinar in which Mr. Weeast shared his Process Intelligence practices. The policyIQ team continues to share the lessons of his Process Intelligence session year after year. If you’re interested in more information or hands-on support with applying Mr. Weeast’s methodology, reach out to us and we’ll connect you with the appropriate tools, information, and resources!

Support@policyIQ.com, 866.753.1231