1. Considering Donald Cressey's Fraud Triangle, outline some measures that organisations can be taken to reduce...

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1. Considering Donald Cressey's Fraud Triangle, outline some measures that organisations can be taken to reduce the risk of fraud and corruption by addressing the opportunity, incentive, and rationalisation behind fraud and corruption. 2. Considering Westpac [HYPERLINK - https://www.westpac.com.au/], outline the key fraud and corruption risk areas and risk mitigation strategies that could be applied to manage these risks. 3. Setting the "right tone at the top" is often seen as important for minimising fraud and corruption risks. Provide examples of how an organisation can achieve a "good" tone at the top. What actions can be taken if the "wrong" tone has developed at the top of the organisation? 4. Consider the Boeing case (the 737 max crashes)- what do you think were the issues and failures that allowed a poor culture to develop and persist, resulting in negative impacts on the organisation? 5. If you were in charge of the procurement function for a large organisation through which significant services are sourced and contracted, what would be the key strategies/activities/controls you would adopt to manage the risks from third parties? 1. Considering Donald Cressey's Fraud Triangle, outline some measures that organisations can be taken to reduce the risk of fraud and corruption by addressing the opportunity, incentive, and rationalisation behind fraud and corruption. 2. Considering Westpac [HYPERLINK - https://www.westpac.com.au/], outline the key fraud and corruption risk areas and risk mitigation strategies that could be applied to manage these risks. 3. Setting the "right tone at the top" is often seen as important for minimising fraud and corruption risks. Provide examples of how an organisation can achieve a "good" tone at the top. What actions can be taken if the "wrong" tone has developed at the top of the organisation? 4. Consider the Boeing case (the 737 max crashes)- what do you think were the issues and failures that allowed a poor culture to develop and persist, resulting in negative impacts on the organisation? 5. If you were in charge of the procurement function for a large organisation through which significant services are sourced and contracted, what would be the key strategies/activities/controls you would adopt to manage the risks from third parties?