<?xml version='1.0' encoding='UTF-8'?><?xml-stylesheet href="http://www.blogger.com/styles/atom.css" type="text/css"?><feed xmlns='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:georss='http://www.georss.org/georss'><id>tag:blogger.com,1999:blog-3844212788928563422</id><updated>2009-05-17T19:33:02.555+05:30</updated><title type='text'>Case Studies - Risk Consulting</title><subtitle type='html'>Its time for risk consultants to be players with the team on the line. Learn how to achieve innovative advantage using the case studies.</subtitle><link rel='http://schemas.google.com/g/2005#feed' type='application/atom+xml' href='http://feeds.feedburner.com/CaseStudiesInRiskConsulting'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/case_studies.htm'/><link rel='next' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default?start-index=26&amp;max-results=25'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><generator version='7.00' uri='http://www.blogger.com'>Blogger</generator><openSearch:totalResults>73</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>25</openSearch:itemsPerPage><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-897938170410584761</id><published>2009-05-17T19:23:00.003+05:30</published><updated>2009-05-17T19:32:53.961+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><category scheme='http://www.blogger.com/atom/ns#' term='Innovation'/><title type='text'>Innovatricks</title><summary type='text'>Why meet proteus Advisors? To introspect and draw analogies about how you are performing using the case studies like below and know more about Innovatricks.Shree Engineering is a firm having good track record for several years and have grown at 30 % rate p.a. on an average in the last ten years. However, it incurred cash loss during last year. It was able to recover its debts and clear off its </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/897938170410584761/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=897938170410584761' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/897938170410584761'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/897938170410584761'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2009/05/innovatricks.htm' title='Innovatricks'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-2940260663310964180</id><published>2009-04-22T01:16:00.004+05:30</published><updated>2009-04-22T01:34:21.643+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Management'/><category scheme='http://www.blogger.com/atom/ns#' term='Best Practices'/><category scheme='http://www.blogger.com/atom/ns#' term='Cost Reduction'/><category scheme='http://www.blogger.com/atom/ns#' term='Performance Measurement'/><category scheme='http://www.blogger.com/atom/ns#' term='Process Improvement'/><title type='text'>Your Balance Sheet Is Different</title><summary type='text'>There are very few experts who know how to read a balance sheet and tell you where you are going wrong with your strategy. I am training myself in this art for last 16 years. I have been into Internal Audits and reading balance sheets all through out. I don't read balance sheets to manage an investment portfolio but to know how a company stands to perform in future and where a little tweaking can</summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/2940260663310964180/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=2940260663310964180' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2940260663310964180'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2940260663310964180'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2009/04/your-balance-sheet-is-different.htm' title='Your Balance Sheet Is Different'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-6324313103378447776</id><published>2009-03-29T23:52:00.004+05:30</published><updated>2009-03-30T00:12:14.505+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Cost Reduction'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Audit'/><category scheme='http://www.blogger.com/atom/ns#' term='Innovation'/><title type='text'>Microeconomics at play</title><summary type='text'>When macroeconomics scenario is not well, it must be a time to focus on micro-economics. Why? Microeconomics deals with individual units in an economy like a firm, a household, an investor, a worker, a single market that makes up the broader economy. It deals with problem of demand and supply of particular goods and services, its price determination and examines how tax cut affects a firm's </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/6324313103378447776/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=6324313103378447776' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6324313103378447776'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6324313103378447776'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2009/03/microeconomics-at-play.htm' title='Microeconomics at play'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-7828275386088597597</id><published>2009-03-05T13:55:00.004+05:30</published><updated>2009-03-05T14:26:59.403+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Management'/><category scheme='http://www.blogger.com/atom/ns#' term='Cost Reduction'/><title type='text'>Breakthrough in Recessionary Risks</title><summary type='text'>You may lose your head but may not like to bow it. Risk perceptions have changed so as the returns and the negotiation process. Negotiations are heated and getting quite messy these days. Is it a time to be more diplomatic or appropriate? Recession has its greater impact when people lose faith in the system. Although system has not failed totally; businesses are not able to breathe peaceful </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/7828275386088597597/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=7828275386088597597' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7828275386088597597'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7828275386088597597'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2009/03/breakthrough-in-recessionary-risks.htm' title='Breakthrough in Recessionary Risks'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-7126025464012615323</id><published>2009-01-11T14:49:00.002+05:30</published><updated>2009-01-11T14:59:12.738+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Fraud Stories'/><category scheme='http://www.blogger.com/atom/ns#' term='Ethics'/><title type='text'>Wipro CFO is wrong</title><summary type='text'>Raju, a small boy from Satyam never paid attention to the blogs to which he was subscribed to. I know he had read a few stories of ethics in the recent past. Not sure what made him open up for his misdeeds early this year. But, I am sure it's not my case studies that made his conscience take this call. I know many big leaders who are subscribed to my case studies never read it or if they read, </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/7126025464012615323/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=7126025464012615323' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7126025464012615323'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7126025464012615323'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2009/01/wipro-cfo-is-wrong.htm' title='Wipro CFO is wrong'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-3128160598629637351</id><published>2008-12-27T19:10:00.002+05:30</published><updated>2008-12-27T19:32:14.599+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Cost Reduction'/><title type='text'>The Cost Reduction</title><summary type='text'>Suddenly every one is feeling that their cost structures are inefficient. Everyone is feeling that they are overstaffed. Are economic activities within their businesses slowing down? Is there less work? Are employees sitting idle? Were they sitting idle before the current economic situation?All business organizations now-a-days are using technology to manage their resources. Their systems are </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/3128160598629637351/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=3128160598629637351' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3128160598629637351'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3128160598629637351'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/12/cost-reduction.htm' title='The Cost Reduction'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-3133710557907092062</id><published>2008-11-29T14:40:00.006+05:30</published><updated>2008-11-29T15:23:58.449+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Hospitality'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Control'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Audit'/><title type='text'>Terrorist Attack on Taj &amp; Trident</title><summary type='text'>Before I give account of the topic I have selected today, I would like to brief you on 'where I am coming from'. I am among the fortunate ones who have done Internal Audit of five star hotels like Taj &amp; JW Marriott in Mumbai and have spent a considerable time of my career doing these Internal Audits. My first Internal Auditing lesson had come from doing Internal Auditing at Taj. My Internal </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/3133710557907092062/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=3133710557907092062' title='1 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3133710557907092062'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3133710557907092062'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/11/terrorist-attack-on-taj-trident.htm' title='Terrorist Attack on Taj &amp; Trident'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>1</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-862718248227159002</id><published>2008-11-23T18:58:00.004+05:30</published><updated>2008-11-24T10:07:15.122+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Hospitality'/><category scheme='http://www.blogger.com/atom/ns#' term='Ethics'/><title type='text'>The Invisible Act</title><summary type='text'>When cheaters are invisible, there is surge in crime levels. When victims are invisible; result is the same. It was almost an hour after the midnight. You could hardly hear your own voice due to the loud heart beating music in the pub. The auditor on a surprise visit who was not known to the bartender was trying to give cash to buy a drink. The bartender shouted that he needs coupons as taking </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/862718248227159002/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=862718248227159002' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/862718248227159002'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/862718248227159002'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/11/invisible-act.htm' title='The Invisible Act'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-7706830049682727487</id><published>2008-10-12T19:29:00.002+05:30</published><updated>2008-10-12T19:35:31.568+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Internal Control'/><title type='text'>Cube of Coso</title><summary type='text'>The system is only as strong as its weakest control. Internal Control problems have various perspectives. Some experts have explained that Internal Control problems can be due to Managerial issues or they can be on account of Technical or Procedural issues. Weakness in one area can affect effectiveness of the other.Internal Control frameworks like COSO have helped many corporate understand and </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/7706830049682727487/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=7706830049682727487' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7706830049682727487'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/7706830049682727487'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/10/cube-of-coso.htm' title='Cube of Coso'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-5468042602288809951</id><published>2008-09-21T16:29:00.002+05:30</published><updated>2008-09-21T16:40:43.355+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><title type='text'>Risk of Paradigm</title><summary type='text'>You talk of vertical integration, horizontal expansion, outsourcing or engaging in merger &amp; acquisitions, forming business alliance or developing new business line, as a leader if you are able to change the paradigm, you are better positioned to succeed.Stepping back and looking at a crisis from a different perspective yields new opportunities. When you restrict yourself to a perspective, all </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/5468042602288809951/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=5468042602288809951' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/5468042602288809951'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/5468042602288809951'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/09/risk-of-paradigm.htm' title='Risk of Paradigm'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-9151289204334707919</id><published>2008-08-29T08:48:00.003+05:30</published><updated>2008-08-29T08:55:40.590+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><title type='text'>Do Aur Do Panch</title><summary type='text'>Synergy is achieved when more value is derived from M&amp;A compared to simply added value of the entities. Many describe it by expression "2 + 2 = 5" Equations in areas like production, procurement, R&amp;D, management insight, marketing, and distribution can bring about Synergy. However, in most of the real life cases, possibility of Synergy is sheer imagination of optimistic managers who engage in M&amp;A</summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/9151289204334707919/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=9151289204334707919' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/9151289204334707919'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/9151289204334707919'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/08/do-aur-do-panch.htm' title='Do Aur Do Panch'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-8465418648986454615</id><published>2008-08-10T16:32:00.007+05:30</published><updated>2008-08-10T18:12:42.427+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Ethics'/><title type='text'>Let's do Insider Trading !!!</title><summary type='text'>When Ranbaxy's promoters decided to sell their stake to Japanese Daiichi Sankyo, many believed that the deal was already known to few in the market and a case of insider trading cannot be ruled out looking at the performance of Ranbaxy on the Dalal Street during couple of months prior to the deal.Many others think that Ranbaxy has passed the test of compliance as well as good governance as far as</summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/8465418648986454615/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=8465418648986454615' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/8465418648986454615'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/8465418648986454615'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/08/ethical-dilemma-insider-trading.htm' title='Let&apos;s do Insider Trading !!!'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-1827803522046451685</id><published>2008-07-20T00:17:00.002+05:30</published><updated>2008-07-20T00:27:54.323+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Best Practices'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Control'/><title type='text'>Puzzle of Value Addition</title><summary type='text'>Why Board of Directors and Audit Committee Members should know about Lean and Six Sigma? These are not the buzzwords often used by this community. Although these words are little technical and used mainly by CEOs and middle managers, the new age professionals involved in overview function should understand these concepts clearly as they are very much relevant as far as Corporate Governance, </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/1827803522046451685/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=1827803522046451685' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1827803522046451685'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1827803522046451685'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/07/puzzle-of-value-addition.htm' title='Puzzle of Value Addition'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-2689505473383773062</id><published>2008-07-13T15:52:00.007+05:30</published><updated>2008-07-13T16:27:55.732+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><category scheme='http://www.blogger.com/atom/ns#' term='Innovation'/><title type='text'>SME's Way Forward</title><summary type='text'>Many SMEs operate successfully from an operational and a financial perspective but sustainability needs innovation and professional discipline. There is always a gap in implementing ideas in a better way with improved planning and prioritising. Strategic Risk Consulting can improve their discipline in applying priorities and identifying planning schedules for projects and help them maintain focus</summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/2689505473383773062/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=2689505473383773062' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2689505473383773062'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2689505473383773062'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/07/smes-way-forward.htm' title='SME&apos;s Way Forward'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-4573544895245447277</id><published>2008-06-28T16:49:00.005+05:30</published><updated>2008-06-30T20:46:43.411+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Internal Audit'/><title type='text'>Value For Money</title><summary type='text'>                                                                                                                                  Mercedez Benz !!! All VFM Audits are not the same. An automobile chain based out of Muscat to promote a luxury brand in its showrooms had organized a very big bollywood temptations show at Muscat. Response to the event was overwhelming. The bollywood temptation show </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/4573544895245447277/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=4573544895245447277' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/4573544895245447277'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/4573544895245447277'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/06/value-for-money.htm' title='Value For Money'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-1401457704636046689</id><published>2008-06-15T18:28:00.004+05:30</published><updated>2008-06-15T19:16:59.032+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Best Practices'/><category scheme='http://www.blogger.com/atom/ns#' term='Innovation'/><title type='text'>Its Powerful Than Google</title><summary type='text'>This will inspire you to leave the beaten track occasionally and drive into the woods. You will certain to find something you have never seen. You will create new insights about science of doing successful business. However, you need to invest. You need to invest your mind. You need Interest and Curiosity, the two batteries for your flashlight, without which you cannot search for knowledge. No </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/1401457704636046689/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=1401457704636046689' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1401457704636046689'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1401457704636046689'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/06/its-powerful-than-google.htm' title='Its Powerful Than Google'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-6127130969245385594</id><published>2008-05-31T16:43:00.002+05:30</published><updated>2008-05-31T16:53:28.905+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><category scheme='http://www.blogger.com/atom/ns#' term='Risk Management'/><title type='text'>CXO - Risk Response Consulting</title><summary type='text'>CXOs sound like some kind of phantoms in your organization. These phantoms should have some kind of specialization and leader's role to play. Why CXOs? Mergers, acquisitions and consolidations are transforming virtually every industry, and the impact is global. Industry consolidation and integration are affecting risk management strategies too. The stakes are quite high in global businesses and </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/6127130969245385594/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=6127130969245385594' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6127130969245385594'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6127130969245385594'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/05/cxo-risk-response-consulting.htm' title='CXO - Risk Response Consulting'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-3717786566455454387</id><published>2008-05-18T13:55:00.007+05:30</published><updated>2008-05-18T14:10:18.506+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Internal Control'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Audit'/><title type='text'>Bad Growth Vs Good Growth</title><summary type='text'>How you will categories "Rs.400 crore turnover business"? Is it a SME or a large business?SME stands for Small to Medium Enterprise. However, what exactly is an SME or Small to Medium Enterprise defers from country to country and depends on the industry norms used to classify it like headcount or annual turnover of the enterprise. Many country use SME to refer to a business with fewer than 250 </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/3717786566455454387/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=3717786566455454387' title='1 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3717786566455454387'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3717786566455454387'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/05/bad-growth-vs-good-growth.htm' title='Bad Growth Vs Good Growth'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>1</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-1371635864278082667</id><published>2008-05-04T14:13:00.008+05:30</published><updated>2008-05-04T15:07:42.585+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><title type='text'>Bolt-On Strategy : A Misfit Or Blinding?</title><summary type='text'>What made Team India win against the mighty Australians and Proteas during recent test season? Was it a great game plan or great team efforts or vibes of monkey distractions or turning pitches?How will next parliamentary election be won? By launching superior campaigns or by agitating against increasing inflation or government's china policy? Take any field; sports, politics or business, the </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/1371635864278082667/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=1371635864278082667' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1371635864278082667'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1371635864278082667'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/05/bolt-on-strategy-risk-consulting.htm' title='Bolt-On Strategy : A Misfit Or Blinding?'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-6538844271851746688</id><published>2008-04-20T18:07:00.007+05:30</published><updated>2008-04-20T19:20:31.777+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Management'/><category scheme='http://www.blogger.com/atom/ns#' term='Best Practices'/><title type='text'>Sharing or Streamlining?</title><summary type='text'>Recently, Risk Head of a fortune 500 company, a top global confectioner, asked me on how to approach monitoring of their accounting shared services function which had been outsourced a year back to a global BPO firm and had not been monitored since then. It came as surprise to me; as they had no prior plans to monitor and manage the risks involved with the new business model.Nowadays many </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/6538844271851746688/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=6538844271851746688' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6538844271851746688'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/6538844271851746688'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/04/sharing-or-streamlining.htm' title='Sharing or Streamlining?'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-562023268489332969</id><published>2008-04-06T10:41:00.007+05:30</published><updated>2008-04-06T13:50:26.206+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><title type='text'>Bench Racing</title><summary type='text'>Recently, one Company had sacked one of its director on disciplinary grounds but it was shown as an amicable parting away. Now, what kind of example it is setting for its employees? Let's talk about business controls from a different perspective today. What is the purpose of having good brakes on a car when you don't realize when you should use it? Some people say having brakes on a car is good </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/562023268489332969/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=562023268489332969' title='1 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/562023268489332969'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/562023268489332969'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/04/bench-racing.htm' title='Bench Racing'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>1</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-2076197199249992357</id><published>2008-03-16T15:09:00.002+05:30</published><updated>2008-03-16T15:24:16.122+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Best Practices'/><category scheme='http://www.blogger.com/atom/ns#' term='Retail'/><category scheme='http://www.blogger.com/atom/ns#' term='Innovation'/><title type='text'>Best Practices &amp; Capability Convergence</title><summary type='text'>What do you think about a popular organized retail chain which changed its ERP system thrice during last seven years? Some individuals with the retail organization had opposed to the frequent change by the top management. Is this really bad a strategy considering our living in this era of exponential time where shift happens at the speed of Internet?After technology acquisition, technology </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/2076197199249992357/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=2076197199249992357' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2076197199249992357'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/2076197199249992357'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/03/best-practices-capability-convergence.htm' title='Best Practices &amp; Capability Convergence'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-3456591839515608421</id><published>2008-03-02T16:28:00.003+05:30</published><updated>2008-03-03T15:34:56.619+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Fraud Stories'/><title type='text'>Open The Fraud Triangle</title><summary type='text'>Fraud surveys suggest roughly 80 percent of all frauds during last 80 years were discovered by accident. In early days the primary objective of Internal Audit was to discover fraud but the objective changed gradually while above sort of misinterpreted statistics made way for a widespread complacency in this regard.Fraud universe is all frauds that exist during a given point in time. This fraud </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/3456591839515608421/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=3456591839515608421' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3456591839515608421'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3456591839515608421'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/03/open-fraud-traingle.htm' title='Open The Fraud Triangle'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-3281691316850492562</id><published>2008-02-16T22:31:00.011+05:30</published><updated>2008-02-16T23:23:20.287+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Performance Measurement'/><category scheme='http://www.blogger.com/atom/ns#' term='Internal Audit'/><title type='text'>Reduce Cost of Monitoring</title><summary type='text'>Increased focus on financial reporting has changed the way Internal Audit is being done nowadays. Hence, risk consulting firms like PWC and protiviti consulting have suggested adopting a balanced approach to Internal Audit, i.e. balancing the Internal Audit between Risk &amp; Control Assessment focus and Business Performance Assessment focus so that Internal Audit resources are allocated </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/3281691316850492562/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=3281691316850492562' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3281691316850492562'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/3281691316850492562'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/02/reduce-your-cost-of-monitoring.htm' title='Reduce Cost of Monitoring'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-3844212788928563422.post-1544751980863692958</id><published>2008-02-02T15:52:00.000+05:30</published><updated>2008-02-02T16:37:41.539+05:30</updated><category scheme='http://www.blogger.com/atom/ns#' term='Risk Consulting'/><title type='text'>Subprime Crisis &amp; Microfinancing in India</title><summary type='text'>The sub prime crisis is definitely a credit market problem, first and foremost and thus it's advised that people remain long in equities. The root cause of sub prime crises is conjuring trick of structured finance mismanagement, which basically makes bad credit look like good credits. Credit risk is now being repriced throughout the system, impacting greatly the borrowing cost for ordinary </summary><link rel='replies' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/1544751980863692958/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='https://www.blogger.com/comment.g?blogID=3844212788928563422&amp;postID=1544751980863692958' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1544751980863692958'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/3844212788928563422/posts/default/1544751980863692958'/><link rel='alternate' type='text/html' href='http://www.proteusadvisors.com/2008/02/subprime-crisis-microfinancing-in-india.htm' title='Subprime Crisis &amp; Microfinancing in India'/><author><name>Narayan Mantri</name><email>noreply@blogger.com</email><gd:extendedProperty xmlns:gd='http://schemas.google.com/g/2005' name='OpenSocialUserId' value='11190205915578474052'/></author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></entry></feed>