"Analysis of the approach of global strategy in a company, based on the increase in technological development and changes in the environment"
Starting from the concept that: "directing with a strategic focus, is looking around and inward and giving equal importance", we will try to briefly present this work.
The increasing complexity of technological developments forces us to focus the activities of companies on those tasks in which they are indeed self-sufficient. These complexities are revealed, taking into account the following facts:
• The number of technological disciplines grows.
• Technological advancement grows at speed.
• Increases the role of science in the development of the company.
The globalization of the economy, with its characteristics of complexity and uncertainty, increases the intensity of competition and places technology as a strategic weapon that forces companies to develop in a global productive space. This competitive framework requires focusing on technological and market “know-how”, while establishing strategic alliances to gain access to a necessary global presence.
The global strategy of a company constitutes the scheme that gives coherence and meaning to the set of decisions that must be made by its managers or executives. It is the result of a process of numerous interactions, negotiations and concepts between the main hierarchical levels of the company. The main objective to be pursued by this strategy will be to develop specific management capacities and organizational and administrative responsibilities, capable of combining the strategic decisions made and operational decisions at all levels. This implies the ability to eliminate possible conflicts between the need to achieve profitability and efficiency in the short and long term and the needs for growth.
This global strategic design must take into account, among others, the following elements in the environment:
• Definition of the scope of products and the market in the different areas of action; We place this element between macro and micro changes in the environment, since they can be valued both in the economic environment (macro) and in the market and competition environment (micro).
• Definition of the basic principles, which contain behaviors, policies, rules and other values for the company's relationships; We can place this element within the changes of the macro environment of the company.
• Identification of market segments; This other element can be assessed within the micro environment changes of the competition and the company market.
• Identify how to configure both internal and external activities; We place this element of changes in the environment within the macro environment, since we see its economic and social character by proposing actions that allow us to achieve the objectives that we set ourselves.
These global company strategies need managers who are capable of incorporating these guidelines into different management actions, both in formal administration systems (planning, control, etc.), and in informal mechanisms (communication structures, hierarchies etc.)
In summary:
We can then consider that the process of defining the global strategy requires its managers to identify the impact of technology through actions such as:
• Internal analysis, to obtain the necessary clarity and understanding of the advantages that the advancement of technology can offer, which can place the company in a leadership position in the markets.
• External analysis, to anticipate changes in the environment and be able to participate in its technological trends.
• Analysis of the impact that technology may have on the different agents that interact directly or indirectly in the organization.
With these analyzes, the management of the company will be able to count on tools of extraordinary potentiality, based on the opportunities and pleasant ones induced by technological advances, and the identification of internal strengths and weaknesses derived from the company's own capacity. It will also be possible to broaden the managerial capacity to face the changes that arise, as a result of the application of techniques in the different processes, which allow them to adapt the organization to the new characterization of the environment.
The Audit and its relationship with Internal Control
Audit: It is said in the simplest way, the process of accumulating and evaluating evidence, carried out by one or more independent and competent people, about the quantifiable information of a specific economic entity, with the purpose of determining and reporting on the degree of existing correspondence between the quantifiable information and the established criteria.
As a principle it should be clear that the audit is not a subdivision or a continuation of the field of accounting. The established accounting system includes the rules and requirements of authorized bodies and the practices accepted by companies. The process of gathering accounting information within the system and the preparation of financial statements constitutes the role of the accountant.
The audit is in charge of reviewing the financial statements, management policies and specific procedures that, related to each other, form the basis for obtaining sufficient evidence about the purpose of the review, in order to express a proportional opinion on everything. it.
Since the auditor evaluates the financial statements prepared within the limitations and restrictions of the accounting system, it is subject to the same limitations and restrictions, which is why it is affirmed that reliable accounting yields reliable financial statements.
In any presentation of financial information, whether extreme or internal, or in the performance of internal control activities, individuals may be guilty of ignorance, personal influence, self-interest, negligence, or even dishonesty. The main objective of an audit is to eliminate any of these five causes, hence its prophylactic work.
The objective of an internal audit is to assist all members of the board of directors in relation to the fulfillment of their responsibilities, by providing them with pertinent analyzes, evaluations, recommendations and comments regarding the activities they review.
Internal control: It is the organizational plan of all the methods and procedures that are relative and that are directly related mainly to the safeguarding of assets and the reliability of financial records.
If the internal accounting control system is adequate, the possibility that fraud or other errors exist, in any magnitude, is remote. Having confidence in the absence of fraud or errors in the information process, the auditor can spend time obtaining evidence in relation to the financial situation and the result of operations.
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