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Ye i’m worried I missed something as it was relatively straight forward as it wasn’t a huge listed company.
@goodvibes what exhibit was it?
I found the last exhibit was very confusing too I couldn’t figure out where I was supposed to use it?
Or if your talking about the IA email you used it to say how he wanted to set it up was wrong
Here was my exam, based on a newly merged accounting firm, Glendon Farr
Q1 Change in governance structure (18 marks)
Q2 Proposed sale of consultancy firm (17 marks)
Q3 Email about conduct of Audit Partner (24 marks)
Q4 Automation, Internal Audit (28 marks)
Q5 Slides about rival firms, opportunities and changing culture (13 marks)Don’t think it was too bad.
Q1 was pure common sense, easy to pick up marks.
Q2 was weird. Reckon that one will be worst answered in Examiner’s Report!
Q3&4 were the most straightforward, got most of my marks here and both had lots of easy professional marks.
Q5 with the slides was a bit meh, probably my weakest question.Lol @anyone who studied the models, absolutely no use for them whatsoever in this exam.
I thought the exam was ok, the only bit I didn’t really attempt in detail was the last question with the slides, and even though I used 40 minutes to read and plan, I probably wrote way too much in some questions, just in case other points I made were irrelevant. It’s always hard in exams to keep a clear head. This one was more difficult in the sense that you had to keep referring back to the relevant exhibits and pull information out and expand on it, so remembering where key points were.
I learnt loads of models etc but the only ones I used were SAF, Lewin’s change and some of TARA when talking about risks.
Hopefully I made enough relevant points to pass 🙂Yes!! I came out of it wondering did i sit the wrong paper! I used SAF for the possible sale of the sub
I got really confused at the start as i couldnt understand why they were suggesting 2 boards. Did anyone suggest that they have 1 board and then an executive managers operational level
I thought this question was about closing offices – that is having a more centralised structure with less offices . I dont remember reading anything about a sale. Must have missed that completely. Terrible paper for me
Question 1 – was generic for me – They mentioned one of the Partners would be a chairman so i talked about the importance of splitting running the company and running the board. Talked about improvements in specialisation, lack of NEDS to assess strategy and direction etc, management autocratic style of management and how a balanced board will reduce power of one individual etc
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