Articles
Cybersecurity risk assessment should be an integral part of the organization’s enterprise risk management program and decision-making, not a siloed operation.
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Internal audit needs to be alert to poor performers, at any level. They also need to be alert to the failure to recognize and reward high performers.
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Cybersecurity tops the list of greatest risks for many, but I argue a different source poses a bigger risk for our organizations: the Great Resignation.
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While eliminating audit reports may be a step too far, thinking about their value and better ways to deliver that value can stimulate changes.
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“Risk” is a four-letter word, so why not see if we can find ways to express ourselves without using it.
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If risk management is to be meaningful, it needs to deliver actionable information to help people make informed and intelligent decisions.
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While industry data clearly demonstrates the preference for, and value of, SaaS applications, I believe we’ve only scratched the surface of what’s possible.
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Leaders of an organization should be managing the business, not a list of potential harms.
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Which would you rather be when new information challenges arise: proactive or reactive?
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Management will take actions they believe are high priority and in their own interests. They won't if the only reason to act is “the auditor told us to do it."
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The rapid development and deployment of workplace technologies, coupled with the adoption of new ways of working, comes with added risks.
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We are not limited to a rigorously enforced standard for communicating in person. Why should we be limited when we are writing?
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One of internal audit's values is to tell management when the controls to manage risks and assure opportunities aren't working.
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Instead of risk management, can we think of it as success management or effective management? Because that's what it is.
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