Articles
We may have a business card that says we are internal auditors. But we are part of the management team and our first duty is to help the organization succeed.
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Value is what people would be willing to pay for, not what you say it is. The same applies to internal audit.
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We need to be not only agile in our audit planning, but also provide the assurance and insight that is needed at speed.
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Thankfully, most practitioners have moved on to focus on those elements of GRC that are meaningful to them rather than trying to implement software for “GRC.”
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The Institute of Internal Auditors' new practice guide for internal auditing shares some good insights, but falls short in a few areas.
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Whose job is it to identify, assess and react to risks? If you responded with anyone other than management, read on.
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Internal auditors put their own roles at risk if they fail to focus on the broader business's success
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Many parts of the Wells Fargo staff "scam " are mind-boggling.
It’s not just that staff at Wells Fargo opened an estimated 2 million deposit accounts and applied for roughly 565,000 credit card accounts to meet sales goals.
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Forces are pushing multiple business departments to be more agile in their day to day operations, and internal audit is no exception.
Faced with an ever-changing list of risks, internal audit is tasked with becoming more nimble, more strategic and more data-driven.
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Do top executives and board members understand the role of internal audit and the capabilities it offers?
This question was prompted by a post that a valued member of my network, Alfred Rodas, brought to my attention, "Internal Audit and it's enhanced role in the future "(sic).
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All the studies show an increasing pace of change in and around technology. It’s not just that we run the back-office with enterprise software, it is also invading the front office and the products and services offered by organizations around the world.
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Internal auditors love fraud: detecting it and investigating it. The majority of boards and top management expect internal auditors to dedicate a fair portion of their time to auditing for fraud and performing investigations as needed.
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If internal audit is to remain relevant, it needs to move beyond the services currently performed to provide assurance to the main stakeholders. Two Perspectives Earlier this year, I wrote about PwC’s 2013 State of the Internal Audit Profession. Protiviti has added insights through their 2013 Internal Audit Capabilities and Needs Survey, which identified these
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I added the phrase ‘their opinion’ to the end of the title, because while PwC always reports what respondents say, it is understandably difficult to do so with bias.
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