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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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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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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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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Practitioners need to have the courage to stimulate management to remove controls and other procedures that cost more than they are worth.
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ERM wants a seat at the management table. What do risk practitioners need to do to make this happen? And should that really be their goal?
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Risk-based audit needs a reset to enterprise risk and value auditing.
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If your organization is practicing agile internal auditing, is it practicing big A Agile or little a agile? Because there's a big difference between the two.
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An effective internal audit team can provide great value to an organization. It's encouraging this is starting to be recognized.
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How agile is your internal audit team? Do you have speedboats or only battleships?
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The annual audit plan is typically out-of-date even before it is approved by the audit committee.
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