Awad & Company

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Description

To manage this, most companies establish explicit business processes and create performance targets to reduce or manage operational risk. However, most performance management systems do not explicitly assess the interactions among performance targets, corporate goals and individual behavior. When targets interact, one transforms the other and can lead to choices that actually increase rather than decrease operational risk. In such cases, an element of operational risk is unrecognized and not included in company estimates of risk-adjusted return.

In the second phase (Execution), we help the client find the best business solution by applying its operational plan to various possible real estate transactions, and supporting the client’s internal analysis and decision- making related to various possible real estate transactions. Then, working with client management and staff, we develop or amend policies, processes and structure to take into account the operational impact of the completed transaction.

Awad & Company’s approach to operational planning comprises two phases. In the first phase (Assessment), working with the client, its auditors and legal counsel, we analyze the client’s written and informal policies and business processes/procedures to identify missing, incomplete and ineffective operational controls, corporate governance practices and compliance issues and the related potential operational risk effects.

Awad & Company brings a unique interdisciplinary perspective to help its clients solve strategic operational and enterprise risk management problems. The firm’s principal brings nearly 30 years of experience and the perspectives of a psychologist, accomplished manager and consultant to investor owned utilities. We have the proven ability to solve strategic business and management problems. Moreover, we bring a fuller understanding of how to develop and implement real world business solutions involving the integration of people, process and the business environment.

Some real estate decisions are more significant than others. When the decision relates to a significant operation, a large number of employees, a data or call center; the location of business continuity/disaster recovery sites; or the possible relocation to another city, then it is more than simply a real estate decision. Consequently, management will need more than the simple calculation of net present value of lease or buy. In such cases, a company must marshal its resources and thinking in order to make its decision.

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