Extreme Internal Audit Makeover: Spin-Off Edition

Transcription

1 Extreme Internal Audit Makeover: Spin-Off Edition Mark H. Weintraub, CPA CIA General Auditor, GMAC February 12, 2008

2 Objective Provide participants with a framework for establishing an internal audit function for a newly independent enterprise (i.e., a spinoff ), leveraging experience gained over the past 21 months at GMAC.

3 About GMAC Founded in 1919 to provide financing to GM dealers and their retail customers Business has grown to include insurance, residential mortgage finance, commercial finance, a minority interest in a commercial mortgage business (the majority interest having been spun off in 2006), and a bank Operations in nearly 40 countries

4 More About GMAC Approximately $250 billion of assets Top global provider of auto finance and extended warranty coverage Top 10 U.S. mortgage originator and servicer 2007 net loss of $2.3 billion triggered by $4.3 billion loss in our mortgage business

5 Even More About GMAC 51% interest sold to Cerberus-led consortium on November 30, year exclusivity arrangement with GM Stand-alone SEC registrant (nonaccelerated filer) at GMAC and ResCap Prior to the sale, GM Audit Services scope included audits of GMAC entities GMAC audit associates based in Detroit, Minneapolis, Philadelphia, UK, Australia, Brazil, and across Europe

6 Initial Three Phase Approach

7 Let the Makeover Begin Leading Change, John Kotter Establish a sense of urgency Form a powerful guiding coalition Create a vision Communicate the vision Empower others to act on the vision Planning for and creating short-term wins Consolidating improvements Institutionalizing new approaches Building an Audit Function Identify and prioritize stakeholder expectations Form a powerful guiding coalition Create a vision (mission/charter) Create a strategic plan Communicate the vision (mission/charter) and strategy Build and engage the team Measure, recognize and reward performance Build and engage the team Institutionalizing new approaches

8 Stakeholder Expectations Identifying stakeholders can be challenging Some legitimate stakeholders may not have well-thought-out expectations Not all stakeholders carry same weight Calibrating stakeholder expectations can be difficult to near impossible Some will resist change Audit staff are stakeholders too! Use expectations to establish urgency

9 Stakeholder Expectations Strategic Projects Value Enhancement ERM Champion New Audits Talent Source SOX Testing External Reliance Continuous Audit Old Audits Investigations Value Preservation

10 Defining the Mission The mission announces exactly where you are going, and the values describe the behaviors that will get you there. Jack Welch

11 GMAC Audit Mission/Vision GMAC Audit will be the single source of independent and objective validation of the effectiveness of governance, risk management and internal control across GMAC. In doing so: GMAC Audit will play a key role in preserving and enhancing enterprise value, ably supporting the Audit Committee in its oversight responsibilities; GMAC leadership and management will seek out and respect GMAC Audit s proactive, balanced and insightful perspectives, fostering a risk and control conscious culture; and GMAC Audit team members will enjoy unparalleled opportunities to learn and develop as business leaders, making GMAC Audit a highly sought after career or rotation destination.

12 GMAC Audit Values Attitude Commit to excellence, pride in what we do if it s worth doing, lets do it right Develop be a lifetime learner & coach Find solutions, not problems Take responsibility for our opinions and actions Enjoy what we do, and have fun! Courage Courageous in our actions - stand up for what you believe Challenge what exists today, through penetrating thoughts and questions Act ethically with utmost integrity Team Collaborate, communicate and share knowledge Respect each other One team globally Team with the environment and our community

13 Strategic and Tactical Plan Start with the end in mind, i.e. the mission/vision Don t waste time writing papers; commit to a few actionable initiatives that will further the achievement of the vision Allow time for the unexpected Stay focused Establish urgency

14 GMAC 2007 Strategic Initiatives Become an employer of choice and builder of leaders: A) Improve talent acquisition (fill openings) B) Develop a skills and competency model C) Implement consistent and rigorous performance evaluations D) Design and implement a learning & development program E) Improve recognition and rewards Produce meaningful information efficiently and effectively: A) Identify stakeholder and internal information needs B) Reengineer processes (plan, perform, report, follow-up) C) Implement a new electronic workpaper system D) Develop and track key performance indicators E) Improve risk assessment (w/ers) and audit plan creation Improve our stakeholder alignment: A) Establish audit committee support processes B) Increase frequency of communication with management C) Participate in appropriate enterprise initiatives D) Improve coordination with SOX, ERS and external auditors E) Reinforce "one global team" concept

15 Build and Engage the Team Align with the business Establish position-specific skills and competencies linked to mission/vision/plan Assess team s talents, skills and competencies and fill gaps Departmental recruitment and retention Individual development plans Engage the team in the transformation Take time to build a common culture Communicate frequently Have fun!!!!!

16 GMAC Career Path Level of Ability KEY Skills (used to deliver results) Leadership Competencies Auditor General business knowledge Audit & accounting knowledge Business processes Risk assessment & audit objectives Presenting Recruiting Effective communication & relationships Conviction & Passion Senior Auditor Supervise smaller projects Analytics & problem solving Development & empowering of others Continuing to build upon previous skills and leadership competencies Audit Manager Specialty & technical knowledge Build lasting relationships outside of Audit Owns single project management & delivery / team performance Inspiring & motivating others Driving Change Continuing to build upon previous skills and leadership competencies Progression Leads by example Work with the business in a collaborative way Multiple project management Efficient & effective delivery Quality & value Overall team performance Interviewing Director Continuing to build upon previous skills and leadership competencies Audit Manager Opportunities within the business based on performance consistently demonstrating the required skills & leadership competencies Executive Director Key relationship contact with business stakeholders and external parties; opinion sought Development of new processes and methodologies for business and audit Develop and implement change initiatives and ensure quality Innovates Oversight of multiple projects Sets expectations & monitors efficient & effective delivery and overall team performance Manages performance metrics Ensures quality & value Challenges the business Continuing to build upon previous skills and leadership competencies

17 Teambuilding

18 Performance Measurement What gets measured, recognized and rewarded gets done Celebrate wins Applies to audit results as well as strategic objectives Measure results not effort Tie to individual performance goals Transparency is critical

19 Pitfall #1 Letting inherited tools, methodologies, mindsets and philosophies or previous expectations get in the way of change.

20 Pitfall #2 Failure to communicate. If you want to make enemies, try to change something. -Woodrow Wilson If you really want to make enemies, communicate poorly also. -Mark H. Weintraub

21 Pitfall #3 Biting off more than you can chew.

22 Pitfall #4 Getting frustrated or becoming inflexible.

23 Pitfall #5 Not maintaining an intense focus on talent management.

24 Recap Support execution of the transaction Ensure a smooth transition Manage change Create urgency Lead by example Follow the vision/strategy Engage the team while its being built Recognition and rewards Communicate often

25 Questions?