Comments on: A Bermuda Triangle – Levi Strauss, Deloitte Consulting, SAP, and Internal Controls

By: re: The Auditors » Blog Archive » Is Deloitte The Perfect Firm?

re: The Auditors » Blog Archive » Is Deloitte The Perfect Firm? — Thu, 07 Oct 2010 00:43:00 +0000

[...] critical posts about Deloitte quite a few times. One week, I had three in a row, here, here, and here. What gives? Well, email like the one in my earlier post today force me to reminisce about the [...]

By: re: The Auditors » Blog Archive » Marin County Dumping SAP. Still Suing Deloitte. Stay Tuned.

Mon, 06 Sep 2010 20:05:55 +0000

[...] wrote about it briefly but, frankly, I saw it as one of a long line of claims against Deloitte, and others, for failed ERP [...]

By: re: The Auditors » Blog Archive » Auditing Standard 5: How Now, Brown Cow?

Sun, 27 Dec 2009 18:14:42 +0000

[...] control appropriately or, in some cases, at all. For example, inspectors observed instances where the auditors’ testing of controls over financially significant applications was dependent on a…, but the auditors did not test to determine whether appropriate segregation of duties [...]

By: re: The Auditors » Blog Archive » How Satyam Supported PwC’s Schizophrenic Strategy To Reenter The Systems Integration Business

Tue, 26 May 2009 15:16:01 +0000

[...] has had some success at staying out of trouble, other than the kind you can get into for project failure, while hanging on to a lucrative consulting practice that includes heavy systems implementation and [...]

By: Anonymous

Anonymous — Thu, 24 Jul 2008 18:48:00 +0000

Levi’s never took care of their own accounting dept. There was alot of turnover there and much of the work was being handled by temps or admins or interns. And the ones who knew what they were doing were overworked and few and far between. Also they did not want to fork over the extra money for someone to do the job right. It was cheaper to take a risk.

By: David Chassels CA

David Chassels CA — Mon, 21 Jul 2008 10:01:00 +0000

Indeed what a “mess” but the whole ERP message is fundamentally flawed – it is basically an accounting system that records history and manipulates information. They are not people friendly where all information is created in a dynamic environment. ERP may “square the books” but does little to improve competiveness or efficiency. In this dynamic people environment you need very agile software that can change as the business changes – quite different from ERP.
Software vendors have failed to solve this problem so people use spreadsheets off line data bases etc anything but whatever all sit in unstructured and uncontrolled envireonment = high risk.
Where are the auditors? 35+ years ago as a trainee accountant I was doing audits looking at systems end to end picking up weaknesses and focusing as required – then computers arrived. Great st “processing power” and keeping records but failed to get to business fundamentals. So scandals and fraud continue and we all pay the price. Stop spending money on updating “general ledgers” spent it on truly uniting people and their processes that make or break any business – as for auditors they also need to get back to basics ……