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<?xml-stylesheet type="text/xsl" media="screen" href="/~d/styles/atom10full.xsl"?><?xml-stylesheet type="text/css" media="screen" href="http://feeds.feedburner.com/~d/styles/itemcontent.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" xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0"><id>tag:blogger.com,1999:blog-3844212788928563422</id><updated>2009-05-17T19:32:53.950+05:30</updated><title type="text">Proteus Advisors</title><subtitle type="html">Straight from the lab of an Innovative Risk Consulting Outfit.</subtitle><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" /><link rel="http://schemas.google.com/g/2005#feed" type="application/atom+xml" href="http://feeds.feedburner.com/CaseStudiesInRiskConsulting" /><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><thespringbox:skin xmlns:thespringbox="http://www.thespringbox.com/dtds/thespringbox-1.0.dtd">http://feeds.feedburner.com/CaseStudiesInRiskConsulting?format=skin</thespringbox:skin><link rel="self" href="http://feeds.feedburner.com/CaseStudiesInRiskConsulting" type="application/atom+xml" /><feedburner:emailServiceId>CaseStudiesInRiskConsulting</feedburner:emailServiceId><feedburner:feedburnerHostname>http://feedburner.google.com</feedburner:feedburnerHostname><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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/j1C1I0XO4yI/innovatricks.htm" title="Innovatricks" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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 %...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2009/05/innovatricks.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/cQ9jlmPrAcg/your-balance-sheet-is-different.htm" title="Your Balance Sheet Is Different" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2009/04/your-balance-sheet-is-different.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/3PrdzxKkalw/microeconomics-at-play.htm" title="Microeconomics at play" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2009/03/microeconomics-at-play.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/NF1Q3u7C_-8/breakthrough-in-recessionary-risks.htm" title="Breakthrough in Recessionary Risks" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2009/03/breakthrough-in-recessionary-risks.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/GEE3LsOF6QY/wipro-cfo-is-wrong.htm" title="Wipro CFO is wrong" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2009/01/wipro-cfo-is-wrong.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/Q7CTTlIMzCw/cost-reduction.htm" title="The Cost Reduction" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/12/cost-reduction.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/EXkNnH9N7X8/terrorist-attack-on-taj-trident.htm" title="Terrorist Attack on Taj &amp; Trident" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/11/terrorist-attack-on-taj-trident.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/BdRDUKaXfzM/invisible-act.htm" title="The Invisible Act" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/11/invisible-act.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/tAxJXEv1MQI/cube-of-coso.htm" title="Cube of Coso" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/10/cube-of-coso.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/e1Lc6UvmhMw/risk-of-paradigm.htm" title="Risk of Paradigm" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/09/risk-of-paradigm.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/Bv_KfuPdosk/do-aur-do-panch.htm" title="Do Aur Do Panch" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/08/do-aur-do-panch.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/1NK-QeEK9oY/ethical-dilemma-insider-trading.htm" title="Let's do Insider Trading !!!" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/08/ethical-dilemma-insider-trading.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/ey9QP0eGjps/puzzle-of-value-addition.htm" title="Puzzle of Value Addition" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/07/puzzle-of-value-addition.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/FXIkFo2HPRs/smes-way-forward.htm" title="SME's Way Forward" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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....&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/07/smes-way-forward.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/ewS7eDMx6mA/value-for-money.htm" title="Value For Money" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/06/value-for-money.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/vmjEohbLci0/its-powerful-than-google.htm" title="Its Powerful Than Google" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/06/its-powerful-than-google.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/NU0yYIBzL34/cxo-risk-response-consulting.htm" title="CXO - Risk Response Consulting" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/05/cxo-risk-response-consulting.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/-HMhT6OaKek/bad-growth-vs-good-growth.htm" title="Bad Growth Vs Good Growth" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/05/bad-growth-vs-good-growth.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/fqYrtgL6ISU/bolt-on-strategy-risk-consulting.htm" title="Bolt-On Strategy : A Misfit Or Blinding?" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/05/bolt-on-strategy-risk-consulting.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/WhyvoX8Q0bw/sharing-or-streamlining.htm" title="Sharing or Streamlining?" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/04/sharing-or-streamlining.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/5N-haIewFOY/bench-racing.htm" title="Bench Racing" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/04/bench-racing.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/X52tIuhWEJY/best-practices-capability-convergence.htm" title="Best Practices &amp; Capability Convergence" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/03/best-practices-capability-convergence.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/pVTlzniDrRY/open-fraud-traingle.htm" title="Open The Fraud Triangle" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/03/open-fraud-traingle.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/9mLCDXShwqc/reduce-your-cost-of-monitoring.htm" title="Reduce Cost of Monitoring" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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This is a content summary only. Visit our website for full links, other content, and more!</content><feedburner:origLink>http://www.proteusadvisors.com/2008/02/reduce-your-cost-of-monitoring.htm</feedburner:origLink></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><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://feedproxy.google.com/~r/CaseStudiesInRiskConsulting/~3/0rBNszI6TpM/subprime-crisis-microfinancing-in-india.htm" title="Subprime Crisis &amp; Microfinancing in India" /><author><name>Narayan Mantri</name><email>noreply@blogger.com</email></author><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><content type="html">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...&lt;br/&gt;
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