Speciality Focus

In an effort to play towards her strengths as an organisation, GaOtime has chosen a niche market within the broader governance space, whereby she contributes largely through:

1. Risk Workshops

These are facilitated at both the strategic as well as operational levels, with the utcome being an organisational risk profile that is supported by pertinent risk egisters. Each risk is comprehensively articulated, to a point that subsequent ompilation of the ERM component of the client’s annual report will become much easier for your esteemed leadership team. And this comes in handy given the time constraints visa vis other competing priorities that the various Teams within an organisation often have to contend with

2. Concept Note

Crafting a concept note, which is an 8-12 paged document, on a regular basis for tabling at client governance platforms. Such a document is normally informed by customised research that is undertaken by in light of the key risks which the client is facing. Thus the research-based reflections which the Concept Note contains could be on (say) a specific risk:

• As per the strategic risk register;
• How that risk has played itself out in the market or in other organisations
  across the globe;
• What potential lessons are to be learned by the client, as it continually
  pursues its strategy and/or organisational mission.

Essentially, with the Concept Notes we compile and the (noted below) targeted research articles we search for and share, GaOtime seeks to sensitise clients and further stimulate their resolve towards prioritising ERM in all their governance conversations – Board, ARC, Exco, Mancom, etc.

3. Thought Leadership Articles

Tapping on recently published articles, mostly from accredited journals, GaOtime  tracks these and identifies those that bare relevance to the business of our client – and share with the client on a continual basis. The rationale behind this initiative is multi-dimensional and includes the following:

• Encouraging clients to stay abreast of developments in the market, particularly given that strategic risks are by nature transversal – and thus cu
  across industries;
• Serving as a soft nudge in the sense of persuading clients to embrace a particular perspective in relation to that which could prevent their organisation from achieving its strategic intent. We are mindful of the reality that they key stakeholders that we are dealing with are senior executives and Board members, who thus would not take kindly to an approach that seeks to sway them via the ‘compliance threat’;
• Positioning GaOtime Business Consulting, as (especially) ERM practitioners, at a strategic angle that enables us to demonstrate our understanding of the client’s business. This becomes the case particularly in light of the fact that such thought leadership articles are consistently accompanied by a two-paged high-level reflection on the article itself. In so doing we also reflect on how the key messages contained in the article relate to our client’s core business or key activities.

4. Strategic re-Positioning of ERM

GaOtime continues to succeed in her efforts towards repositioning enterprise risk management more as a lucrative opportunity for enhancing the pursuit of strategic objectives of an organisation. The organisations we serve have shown a shift from the traditional view that regards ERM as a burdensome compliance or tick box initiative which as organisations they are dreadfully ‘coerced’ into tolerating. Effectively, GaOtime seeks to bring the marketing flair into the roll- out and socialisation of ERM into any organisation that we serve.

5. Governance Documents

Informed by our keen benchmarking posture, we develop and/or review the broad portfolio of ERM governance documents. These include the risk management policy, the ERM strategy, the ERM framework, the anti-corruption strategy, Board/ARC/RMC charters, etc. Experience has proven that all these require keen benchmarking skills if they are to be easier accepted and approved by an organisation’s Board etc. And this is where GaOtime comes in handy?

Taking this one a step further, GaOtime seeks to also deliver on the:

• Risk Appetite and Tolerance Framework
  Risk appetite is another elusive yet critical concept in the broader ERM governance agenda of an organisation. Experience informs us that deep research and benchmarking skills are instrumental in the delivery of a customised framework in this regard.
• Combined Assurance Model
  Recently termed the Integrated Assurance Model by some organisations, our role in this initiative talks to not just the (combined assurance) plan but the framework as well. The success of this deliverable is directly linked to the quality of an organisation’s risk profile – the other strong point that GaOtime brings aboard, to the Rose Foundation and other entities.

6. Environmental Scanning

In line with best practice, organisations are supposed to undertake an environmental scanning exercise on at least an annual basis. Our involvement in this regard entails supporting the client with a Pre-read that provides reflections on the trends in the external environment. Such Pre-read would serve as a feeder into the client’s strategic planning session or a review of their strategic risk register. Naturally, we also provide a comprehensive report that articulates key messages emerging from such a session.

7. Internal Audit Projects

Internal audit projects often fail or succeed, basis the quality of outputs as well as turnaround times – and this has a direct impact on the service provider-client relationship. GaOtime’s client-service orientation, centred around its CEO’s communication as a personal core competence, have proven central in this regard.

This also talks to operational efficiencies, given the sustained challenge of a deteriorating economic climate, resultant budget cuts, and (yet) continually increased client demands for enhanced value-add in terms of outputs. GaOtime thus provides a solution through:

• Quicker finalisation of an audit report despite (perhaps) containing sensitive Findings and, in the process, maintaining rapport with the client;
• Venturing into the non-traditional areas, where internal audits have usually not been performed, viz. strategic management process, organisational culture, risk culture, etc. In this regard, GaOtime leverages on the research and benchmarking expertise, which most other service providers in the consulting industry often do not have time for?