Vinayshil Gautam Methods of calculation of the Gross Domestic Product (GDP), developmental indicators and chartered accountancy are again in focus and suggestions on how to make them more reliable are few. Auditing itself often serves as a threat held out by the powerful in running an organisation. It is often used to keep the recalcitrant at bay rather than creating new organisational or developmental patterns. A discussion with policy analysts is in many ways enlightening on the differing psyche of finance and accounting experts. In an era where the corporate world feels extremely stressed, chartered accountancy breeds monotony. It is, therefore, understandable that a lot of chartered accountants feel depleted. In a dualism of the order enumerated above, it’s very difficult to be a strategist with a role in driving business or development forward. There is a need to restore the passion and purpose in professions supporting strategy formulation. How deep the tedium runs can be gauged by the fact that there is a three-day summit in Sri Lanka, starting today and ending on October 16, on the theme of “Finding your mojo: A journey of self-discovery.” This is meant for chartered accountants. Mojo is widely understood to indicate internal magic that translates to external success. Nothing would move without mojo. On October 18, the Institute of Internal Auditors, Delhi chapter, is holding a conference on strategic risk management and the topic is: “Enhancing strategy selection through risk management.” The outcome will show the worth of the effort but the effort itself is worth it. Passion is the biggest source of energy but like everything else, it has a price. Those who are not passionate about their work deeply resent the style of those who are. Those who are passionate are often intolerant of the sluggishness of the routine approaches. The catch 22 here, of course, is how does one save oneself from becoming a victim of professional sluggishness? At the end of the day, much of strategy formulation is a political process. Those who reject the approach of the leader (if not the chief himself) will resent the idea of the head being carried through. The ability to conspire to prevent is often higher than the ability to plan for strategic optimisation. The times also call for unorthodox methodologies. Audit as a profession is known to work on algorithms to find the delicate balance between creating breakthroughs and pulling formula. This is a complicated one. It is heartening to see that sometimes people get together to create a passion for attempting it, nevertheless. The number of accountants and auditors is rising and so is the doubt, at times, in their ability to deliver. It is obvious, that in the current context, financial analysts and chartered accountants are facing multiple challenges in performing their roles in and outside policy confabulations/board rooms. The need to update knowledge is universal and financial analysts and gatekeepers are no exception. At the end of the day, the individual often feels left out in observing the mandate of the so-called directives of the “institute.” It is obvious that business prosperity cannot be made surrogate to outdated principles. Similarly, reliability and conviction must continue to call the shots. The possible direction of the financial analysts and auditors is often far beyond the broadband of auditing principles. There are sectoral imperatives and nuances of functionality. Consider for example plantation management. The initiatives by top management dealing with the agro business must build into it, on behalf of the owners, considerations of climate. An assessment of internal and external productive environment – rooted in time tested principles of achieving of goals – has some strange touchstones of success. In an era where goals themselves become variable, the enunciation of strategy becomes sticky. It does not just remain a science but becomes an art. Business execution and administration become the wheels on which strategy rolls and would impact operations in marketing and finance. This has to be leavened by competencies, which alone can formulate winning strategies. Among them, the prominent ones would include pattern recognition and isolation of exceptions using machine learning. This would include all relevant patterns to be examined for root cause; continuous elimination of root causes using continuous auditing; regular reporting of “unusual” transactions and in all things keeping the Chief Finance Officer (CFO) apprised of the developments. This is unlikely to happen unless preventive action, continuous monitoring, discipline and continuous forward planning are in sync. Not strangely, all this gets ensconced in the calculation and rollout of GDPs and strategy formulation at the national policy level. The impact of regional and national policy on specialised, sectoral performance is immense. The price of misguidance can be huge and it often becomes the cause of ill-founded doubts at the policy level.
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