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of a risk management surveillance system and are integral to an internal control process. The communication to and education of associates further cements the importance of the roles per- formed by others and the impact of these various roles in concert and in isolation. Lastly, the ever important activity of monitoring is a necessary evil to ensure the process in work- ing as desired. Periodic evaluations are neces- sary to flag irregularities in the system. The scope and frequency of these activities is a function of the degree to which manual process- es are involved. More manual tasks naturally become candidates for more monitoring to maintain equilibrium in the system. It is impor- tant to report imbalances upstream for immedi- ate resolution to empower management to adjust the course of the organization toward a more profitable direction. In summary, installing internal controls is no small task. Many organizations have antiquated systems and depend on manual processes con- trolled by people to understand the organiza- tional mechanics that drive bottom line results. It also becomes very challenging to assess how and when pertinent data adversely changes form or if it has changed at all. Maintaining data integrity as data flows throughout the organiza- tion must be a top priority and a key objective in designing an internal control process. A second priority and design incentive must be the align- ment of individual goals with company objec- tives. History has shown us that a misalignment is often the root cause for the deterioration of company value. It is more true than not that the likelihood of a catastrophe event bringing down an organization is much, much smaller than that of mismanagement. Therefore, if an organiza- tion needs two reasons for installing internal control processes, then maintaining data in- tegrity and preventing mismanagement are very strong ones. Required reading for all risk officers: I n t e r n a l C o n t r o l I n t e g r a t e d F r a m e w o r k , September, 1992 and E n t e r p r i s e R i s k M a n a g e m e n t I n t e g r a t e d F r a m e w o r k , September, 2004, by the Committee of Sponsoring Organizations of the Treadway Commission. Both are available from the American Institute of Certified Public Accountants (w w w .aicpa.or g ) for less than one business scandal or one faulty audit. F March 2006 w Risk Management T h e C O S O W a y Page 13 w History has shown us that a misalignment is often the root cause for the deterioration of company value.

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