CASO PRACTICO DE CONVERSIÓN HORIZONTAL

Lack of accountabilit y in

decisions taken Processes

not clearly defined

In many cases the processes are person dependent rather than system dependent



Difficulty in fixing responsibilit y



Process inefficiencie League Governing

Body Constitution Structure

League club holds

one share. amendment or waiver of league rules or ownership limitation rules.

3. Appointment, Term and Functions of League Officers

THE SUPREME COURT COMMITTEEBACKGROUND

NCRCL was approached by the Management of KSCA for Business Process Reengineering and implementation of a Management Information System.

The assignment began with a documentation of the existing processes. NCRCL team discussed with the department heads of KSCA to understand the current flow of information, documents and reporting system in place. The necessary information and documents were also collected. Based on the information and documents collected, NCRCL came up with “AS IS” Process Documentation for all the departments. The document has been submitted to KSCA for validation by the department heads as well as the Management.

MAJOR GAPSOBSERVED

During the process mapping exercise, a number of gaps were identified. The identified gaps are presented in the 3PT framework. The 3PT framework developed by NCRCL recognizes that for every initiative to be successful, the Policy aspects, Processes, People and Technology aspects need to be addressed adequately. Accordingly, the gaps are summarized in table below. Against each gap, the implication in terms of the inherent risk is given along with a rating of the criticality of the risk. The rating is on a scale of 1 to 5, where ‘1’ indicates least risk and ‘5’ indicates maximum risk.

Gaps

Description

Policy Process People Technology Inherent

Risk Risk

Though delegation of powers has been defined, it was observed that it is not followed in many cases

 processes are person dependent rather than system dependent

League Appointment Term Functions

- Commissioner:

Elected by 75%

vote of the Major League Clubs at a

meeting.

Re-election requires 50% affirmative vote of the Major Major League Baseball, and is in-charge of operations of leagues (American league and National league), determining rules of practice, and investigating and penalising infringements.

- Executive Council: Serves as

THE SUPREME COURT COMMITTEEBACKGROUND

NCRCL was approached by the Management of KSCA for Business Process Reengineering and implementation of a Management Information System.

The assignment began with a documentation of the existing processes. NCRCL team discussed with the department heads of KSCA to understand the current flow of information, documents and reporting system in place. The necessary information and documents were also collected. Based on the information and documents collected, NCRCL came up with “AS IS” Process Documentation for all the departments. The document has been submitted to KSCA for validation by the department heads as well as the Management.

MAJOR GAPSOBSERVED

During the process mapping exercise, a number of gaps were identified. The identified gaps are presented in the 3PT framework. The 3PT framework developed by NCRCL recognizes that for every initiative to be successful, the Policy aspects, Processes, People and Technology aspects need to be addressed adequately. Accordingly, the gaps are summarized in table below. Against each gap, the implication in terms of the inherent risk is given along with a rating of the criticality of the risk. The rating is on a scale of 1 to 5, where ‘1’ indicates least risk and ‘5’ indicates maximum risk.

Gaps

Description

Policy Process People Technology Inherent

Risk Risk

Though delegation of powers has been defined, it was observed that it is not followed in many cases

 processes are person dependent rather than system dependent

League Appointment Term Functions

- Executive Council:

Commissioner and 8 club members (4 from American League + 4 from National League clubs) appointed by Commissioner and ratified by 50% of

the representative body of the

Major League Clubs.

Investigates and submits recommendations for changes to any regulations and agreements concerning Major League Clubs, such as standard player agreement and contests/games in which

Major League Clubs

THE SUPREME COURT COMMITTEEBACKGROUND

NCRCL was approached by the Management of KSCA for Business Process Reengineering and implementation of a Management Information System.

The assignment began with a documentation of the existing processes. NCRCL team discussed with the department heads of KSCA to understand the current flow of information, documents and reporting system in place. The necessary information and documents were also collected. Based on the information and documents collected, NCRCL came up with “AS IS” Process Documentation for all the departments. The document has been submitted to KSCA for validation by the department heads as well as the Management.

MAJOR GAPSOBSERVED

During the process mapping exercise, a number of gaps were identified. The identified gaps are presented in the 3PT framework. The 3PT framework developed by NCRCL recognizes that for every initiative to be successful, the Policy aspects, Processes, People and Technology aspects need to be addressed adequately. Accordingly, the gaps are summarized in table below. Against each gap, the implication in terms of the inherent risk is given along with a rating of the criticality of the risk. The rating is on a scale of 1 to 5, where ‘1’ indicates least risk and ‘5’ indicates maximum risk.

Gaps

Description

Policy Process People Technology Inherent

Risk Risk

Rating 1 2 3 4 5

Delegation of Powers not

comprehensi ve

Though delegation of powers has been defined, it was observed that it is not followed in many cases



Lack of accountabilit y in

decisions taken Processes

not clearly defined

In many cases the processes are person dependent rather than system dependent



Difficulty in fixing responsibilit y



Process inefficiencie

League Appointment Term Functions

participate.

THE SUPREME COURT COMMITTEEBACKGROUND

NCRCL was approached by the Management of KSCA for Business Process Reengineering and implementation of a Management Information System.

The assignment began with a documentation of the existing processes. NCRCL team discussed with the department heads of KSCA to understand the current flow of information, documents and reporting system in place. The necessary information and documents were also collected. Based on the information and documents collected, NCRCL came up with “AS IS” Process Documentation for all the departments. The document has been submitted to KSCA for validation by the department heads as well as the Management.

MAJOR GAPSOBSERVED

During the process mapping exercise, a number of gaps were identified. The identified gaps are presented in the 3PT framework. The 3PT framework developed by NCRCL recognizes that for every initiative to be successful, the Policy aspects, Processes, People and Technology aspects need to be addressed adequately. Accordingly, the gaps are summarized in table below. Against each gap, the implication in terms of the inherent risk is given along with a rating of the criticality of the risk. The rating is on a scale of 1 to 5, where ‘1’ indicates least risk and ‘5’ indicates maximum risk.

Gaps

Description

Policy Process People Technology Inherent

Risk Risk

Though delegation of powers has been defined, it was observed that it is not followed in many cases

 processes are person dependent rather than system dependent

League Appointment Term Functions

- Commissioner:

Elected by 67% or 18 votes of the member

clubs/franchises at a meeting.

- Commissioner is required to file and maintain a surety bond of USD 50,000 to warrant faithful

- Commissioner: Authority for dispute resolution and Championship and Super Bowl games.

- Executive Committee:

 Impose fines on owners,