Case Study: Kano Model

Reverse Requirements: Features (activities) that are perceived negatively by customers.

• Impractical audit recommendations
  • “Identify 3 competitive suppliers” when there is only one viable supplier in the world
  • “Go hire 5 more people so you can have great segregation of duties”
  • “Implement a complicated system solely for compliance purposes”
• Outdated risk identifications (e.g., formal back-ups when data is already replicated on cloud)
• Misleading analysis (e.g., “payroll costs have gone up by 12%” without mentioning that 10% was due to one-time new-hire costs”)

Competition:

An important purpose of Kano Model is to win in the marketplace with many competing products / services. So, who is the competition for RCA functions?

Our customers’ (CFO / CEO / CRO / Audit Committee) are flooded with data and analysis from FP&A, corporate controllers, external auditors, regulators, sales and operations leaders, internal and external stock and investment analysts, M&A / other consultants, competitive developments, legislative and tax initiatives, cyber security incidents etc.

Are we curious, much less aware of these other channels of information (competition)?

You know you are in the “Delight” zone when:

• The CFO asks for your opinion on a potential M&A deal, a new system under consideration, how to prevent the next cyber breach, a new
  policy being drafted or included in the hiring process for an executive in Operations or Sales
• Your team seeks your guidance and counsel on their career or training choices
• Process owners seek you out as they consider a process change
• External auditors appreciate your analysis or view on a specific audit difference or control deficiency