changing times, changing environment: what lies ahead · 2016-07-04 · 5 bold steps to transform...
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Changing Times,
Changing Environment:
What Lies Ahead
Angela Witzany, CIA, QIAL, CRMA
Senior Vice Chairman of the Global Board
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Outline
• Organizations face complex risks
• We have an opportunity to add value
• How do we get there?
• A mission for internal audit
• Audit Never Sleeps
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IPPF FUN VIDEO
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The Global IIA in 2015
180,000+
MEMBERS
170+
COUNTRIES
100+
INSTITUTES
161
CHAPTERS
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Members By Region
May 2015
*North America includes US, Canada and chapters in Caribbean
Institutes: 2
Members: 72,882YOY: +2%
Institutes: 18
Members: 13,255YOY: +4%
Institutes: 24
Members: 14,043YOY: -15%
Institutes: 40
Members: 48,895YOY: +6%
Institutes: 18
Members: 29,963YOY: -9%
Institutes: 6
Members: 5,978YOY: +21%
5
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InternalAuditorOnline.org Blogs
Awareness About Internal Audit Should Also Focus on the
Future
5 Bold Steps to transform Internal Audit`s Image
Internal Audit's Relationship With Management Can Say a
Lot About Organizational Culture
Proposed Changes to IIA Standards Will Raise the Bar
Again
The FIFA Scandal: Five Lessons for Internal Audit
What 2015's Top 10 Blogs Tell Us About Internal Audit
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Organizations Face Complex Risks
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Organizations face complex risks
- Cyberrisk
- Increased and evolving regulation
- Reputational harm
- Emerging issues
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Cyberrisk continues to plague organizations
“Many executives are
declaring cyber as the risk
that will define our
generation.” — Dennis Chelsey,
Global Risk Consulting Leader, PwC
38% year-over-year increase in
detected information
security incidents
Sources: Turnaround and transformation in cybersecurity: Key findings from The Global State of Information Security Survey 2016. Survey of executives and IT professionals. 2015 NACD
Public Company Governance Survey.
36% of corporate directors are not
satisfied with the quality of
information provided by
management on cybersecurity
and information technology risks
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Regulation’s impact is growing
said regulation’s impact on
organization is more significant
compared to five years ago
significant impact on business costs
significant impact on growth
opportunities
significant impact on innovation
opportunities
80%
66%
63%
Regulation affects costs, growth, and innovation…and regulation remains complex.
79%
said the regulation
impacting their
organization is complex
Source: Regulation and Growth: IFAC Global Regulatory Survey, International Federation of Accountants, September 2015.
83%
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Reputation events can have outsized impact
87%of executives rate
reputation risk as more
important than other
strategic risks
41%
41%
37%
Revenue/Earnings
Loss of brand value
Regulatory investigation
Companies that experienced a negative
reputation event were impacted in these areas:
Source: Deloitte Reputation@Risk Global Risk Survey, 2014.
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Risks emerge at a faster speed
• Among the top 10 risks in 2016:
– Economic conditions
– Privacy and information security
– Succession challenges, ability to hire/retain talent
– Rapid speed of disruptive innovation and new technologies
– Volatility in global financial markets and currencies
– Sustaining customer loyalty and retention
Source: Executive Perspectives on Top Risks for 2016, Protiviti and North Carolina State.
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Imperative to Audit at the Speed of Risk
– Vast majority use risk-based methodologies when planning
– But, emerging risks present a challenge
– Risks often materialize with little or no warning
– Decades of accumulated value can evaporate
– We must be able to “audit at the speed of risk”
.
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We have opportunity to add value
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Source: 2015 Global Audit Committee Survey, KPMG’s Audit Committee Institute.
How satisfied are you in the value internal audit provides?
Satisfied Somewhat
SatisfiedNot
Satisfied
Company does not have
an internal audit function
40%38%
9%12%
We have opportunity to add value
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We have opportunity to add value
Source: Seeking value through internal audit, KPMG International, 2016.
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The value of internal audit
Our work offers round-the-
clock assurance that our
organizations are well-
positioned to meet the
challenges of a dynamic
and complex business
environment.
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Should internal audit go beyond the basics?
Source: Relationships and Risk: Insights from Internal Audit Stakeholders in North America, 2016.
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Help meet the challenge
• Know the risks. Audit the
risks.
–Audit beyond traditional
areas
–Align with organizational
goals
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Our stakeholders rely on us
• They demand:
–No surprises
–Assurance and
advisory services
–Value
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10 Imperatives for Internal Audit
Driving Success in a Changing World: 10 Imperatives for Internal Audit
Available free of charge:
www.theiia.org/goto/CBOK
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Overview: The 10 Imperatives
Play a Leading Role
1. Anticipate the needs of stakeholders
2. Develop forward-looking risk management practices
3. Continually advise the board and audit committee
4. Be courageous
Beat the Expectations Gap
5. Support the business’s objectives
6. Identify, monitor, and deal with emerging technology risks
7. Enhance audit findings through greater use of data analytics
8. Go beyond The IIA’s Standards
Invest in Excellence
9. Invest in yourself
10. Recruit, motivate, and retain great team members
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How do we get there?
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How do we get there?
Fault-finder Trusted adviser
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Communicate well
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A trusted adviser communicates well
• Invests in relationships
• Listens actively
• Respects diverse
perspectives
• Uses formal and informal
channels
Source: North American Pulse of Internal Audit, 2016. Q.27. CAEs and Directors only.
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Become an integrated auditor
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A trusted adviser is an “integrated auditor”
• Has diverse set of competencies and soft skills
– Invests in new competencies
–Focuses on problem-solving
– Is able to compromise
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Soft skills among internal auditors are lacking
Source: North American Pulse of Internal Audit, 2016.
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Skills being recruited for internal audit departments
Note: Q30: What skills are you recruiting or building the most in your internal audit department? (Choose up to five.) CAEs only. n = 927 for Europe. n = 3,288 for global average.
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Do the right thing
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A trusted adviser is transparent
• The audit process:
–Approved by management, board, audit committee
–Clearly defined judgement and assessment
–Clear and precise
–Well-documented with traceable evidence
–Tells the truth
29%
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A trusted adviser acts with integrity
• Ethical
• Honest
• Diligent
• Responsible
• Respectful
• Trustworthy
• Objective
• Role model
29% of CAEs in Europe say
they have been asked
to modify or suppress
legitimate audit
findings at least once
during their careers 2015 Common Body of Knowledge, Q77, n = 774.
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Be strategic and future-focused
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A trusted adviser thinks strategically
• Understands key business risks
• Aligns audit plan with organization’s
strategic path
• Is proactive to advise stakeholders
• Collaborates inside, outside
organization
• Benchmarks to peers43%
say audit plan is not well-
aligned with
organization’s strategy
Source: 2015 Common Body of Knowledge Study, © 2015 Q.57
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A trusted adviser is future-focused
• Keeps informed
• Anticipates future needs
• Adapts audit team’s skillset
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Anticipate future needs
Source: 2015 IIA CBOK Study
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Internal auditors are trusted advisers
“What lies behind us and what lies
ahead of us are tiny matters
compared to what lives within us.”
- Henry David Thoreau
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A mission for internal audit
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A mission for internal audit
“To enhance and
protect organizational
value by providing
risk-based and
objective assurance,
advice and insight.”
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Audit Never Sleeps