The Internal Audit Transformation Imperative
Albert Einstein said, “The world as we hav ecreated it is a process of our thinking. It cannotbe changed without changing our thinking.”These words ring true for th e profession of internal auditing. Change has alway s been, and will continue to be, a force that must be faced, as without it, progress isimpossible. We live in a constantly evolving world, absorbing complete changes inideas, convictions, business models, technology, and geopolitical landscapes, aswell as changes that are — or at least look like — disruptions. And the only way tosuccessfully navigate the changes and manage the disruptions is by changing ourthinking and becoming agile.
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Riservato ai sociThe Internal Audit Transformation Imperative
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Riservato ai soci2018: Top Risks Faced by Chief Audit Executives
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Riservato ai sociAgility and Innovation
Resilienza alla crisi: dialogo mancante, fiducia mal riposta
Molte organizzazioni dedicano tempo e risorse considerevoli alla gestione del rischio, ma saranno in grado di rispondere efficacemente a una situazione di crisi? Riconoscere le potenziali minacce ed essere adeguatamente preparati a gestirle sono due cose molto diverse. Inoltre, stando ai sondaggi recenti, molti Amministratori ritengono che la propria organizzazione sia in grado di gestire efficacemente una crisi... senza tuttavia sapere come il management intende di fatto reagire o, addirittura, se il management dispone o meno di un piano d’azione.Scaricate il nuovo numero e condividetelo con il vostro comitato di audit.
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Riservato ai sociResilienza alla crisi: dialogo mancante, fiducia mal riposta
Striking an Optimal Balance Between Assurance and Consulting Services
Quinto report di ricerca dello Stakehlder Study rilasciato dall'IIA.
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Riservato ai sociStriking an Optimal Balance Between Assurance and Consulting Services
Defining Alignment in a Dynamic Risk Landscape
By leveraging insights from this year’s Pulse, CAEs can better inform stakeholders about potential underperformance in four key risk areas and take advantage of recommended strategies for identifying and addressing any areas of weakness or misalignment that may exist in their organizations. By having the discussion with the audit committee, concerns are put on the record for action. As in previous years, the survey results also offer valuable benchmarking information on audit plans, staffing, and outsourcing. The report this year also features three-year audit plan trends with breakouts by organization types.
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Riservato ai sociDefining Alignment in a Dynamic Risk Landscape
Assessing the Risk Management Process
Around the world, risk management activities and initiatives are required and expected by regulators, rating agencies, and a host of other stakeholders in major industries including financial services, government, manufacturing, energy, health services, and more. However, risk management is driven by more than regulations and external forces. Implementing efficient and effective risk management benefits organizations of any type and size by helping them to achieve operational and strategic objectives and to increase value and sustainability, ultimately better safeguarding their stakeholders.
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Riservato ai sociAssessing the Risk Management Process
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Riservato ai soci5G and the Fourt Industrial Revolution
Auditing Culture
The culture of an organization drives how it conducts business and executes its strategies. All organizations have a culture, whether intentionally created or not. Likely there are also subcultures within an organization, especially if multiple locations or campuses exist. Each department or location may have its own unique culture aside from the overarching organizational culture. Global cultural differences also affect the desired objective of an intentional organizational culture. Further, elements of an organization’s culture may be in a continuous state of flux.
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Riservato ai sociAuditing Culture
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Riservato ai sociOptimizing Talent Management