In my consulting experience, I always tried to highlight – and it was difficult, sometimes - the decisive role of information for effectively managing a Company.
Actually what I think is crucial is presenting that information so that it allows the manager to be able to view all the relationships among different data in an efficient and easy-to-use framework.
In this perspective, I have always been aware that technology can play a very important role in determining a consulting project's success: first of all it can boost the measurability of project results, so letting the customer acknowledge the value added by the project itself with regard to its company's organisation or the Profit & Loss Statement or the cash flow, etc.
Since some decades the consulting world offers a lot of very different delivery approaches.
Though, as for the fundamental choices and the skills deployed, they can be fairly grouped in two great categories.

 

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Introduction
The Sarbanes-Oxley Act (enacted July 30, 2002 and also referred to as SOX) is known as the 'Public Company Accounting Reform and Investor Protection Act' and is a United States federal law.
It is intended to be a strongly incisive reform of American business practices to react to the renowned corporate and accounting scandals such as those regarding Enron, WorldCom, Tyco International, etc..
This Act states new and strict standards for all U.S. public companies addressing its mandates to boards, management and public accounting firms.
The act provides for additional corporate board responsibilities up to criminal sanctions and requires the Securities and Exchange Commission (SEC) to watch over compliance with the new law.

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