This webinar focuses on and introduces the Comparative Effectiveness Matrix, a new tool for elevating issues during audit and risk management reviews. The matrix builds upon combining best practices with audit techniques and risk management approaches that allow for business leadership and other stakeholders to realize the effect of controls within their organization. By comparing present control effectiveness status to expectations, industry best practices and ideal situations management can determine their own maturity model as it relates to risk and controls. Then, management can map progress to elevate their controls to a level commensurate with their organizations philosophy all the while linking to industry best practices that may or may not align with management philosophy.
To enable the participant’s communication and presentation skills, particularly regarding sensitive material or issues, this session introduces a new tool that facilitates understanding. Participants will learn to apply the Matrix to current processes based on industry based information sources. Then, cross-referencing structure to risk and controls using the tool to move along the maturity phases for organizations provides a new insight into risk management. Defining steps in the process and determining evidence that supports positioning will result in developing action plans to move up the maturity time line for the organization to achieve a level that management decides can be attained
To enable the participant’s communication and presentation skills, particularly regarding sensitive material or issues, this session introduces a new tool that facilitates understanding. Participants will learn to apply the Matrix to current processes based on industry based information sources. Then, cross-referencing structure to risk and controls using the tool to move along the maturity phases for organizations provides a new insight into risk management. Defining steps in the process and determining evidence that supports positioning will result in developing action plans to move up the maturity time line for the organization to achieve a level that management decides can be attained
Daniel Clark
Daniel Clark. CRCMP, CISRCP, QIAL Independent Consultant BEXCPartners.comDan has over 25 years of experience in Financial Services from regional banks to global giants like Citigroup and GE Capital. His early career roles included: sales, credit risk management and operations. For the last 18 years he has been fully focused on Risk Management and Internal Audit. His experience as Chief Auditor in two regional banks and as a senior officer in Audit and Risk Review for Latin America provides unique insight into management practices in and outside of the United States. He is also a recognized expert on GRC, a Public …
6-Hour Virtual Boot Camp on Microsoft Power BI
2-Hour Virtual Seminar on Empowering Presentations with Pow…
Motivated to Stay: Effective and Best Practice Retention Me…
2-Hour Virtual Seminar on The Complexity and Interplay Amon…
The Anti-Kickback Statute: Enforcement and Recent Updates
Mindful Communication:The Key to Meaningful Conversations i…
Managing Toxic & Other Employees Who Have Attitude Issues
How to Give Corrective Feedback: The C.A.R.E. Model - Elimi…
Employee Handbooks: 2025 Critical Issues
Accounting For Non Accountants : Debit, Credits And Financi…
ChatGPT and Project Management: Leveraging AI for Project M…
50+ new Excel features so far this decade
2025 EEOC & Employers: Investigating Claims of Harassment …
Why EBITDA Doesn't Spell Cash Flow and What Does?
Retaining Talent in the Age of Employee Shortages
Succession Planning Simplified: Fast-track Your Future Lead…
Workplace Compliance in 2025: New Laws, Big Changes, and Wh…
How to Write Contracts for Procurement Professionals
Leverage AI & ChatGPT for Talent Acquisition: Best Practice…
Gossip-Free: Leadership Techniques to Quell Office Chatter
Female to Female Hostility @Workplace: All you Need to Know
Leadership: Strategic Planning and Decision Making