Vol. 66 Nbr. 3, June 2009
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- Opportunity in crisis.
- A productive audit culture.
- Excusing inexcusable behavior.
- Time to broaden skills.
- Internal auditors identify skill needs: CAEs reconsider risk and audit plans class action filings continue to rise recession motivates occupational fraud annual IIA award recipients announced.
- Fighting high-tech fraud: auditors must master data analysis and other techniques to help prevent and detect fraud in an automated world.
- Risk's role in governance failures: in addition to sound executive judgment, good governance requires effective risk management.
- Getting in tune: to ensure everyone is singing from the same sheet, the organization's tone at the top and real-world tune in the middle must be in harmony.
- 10 Strategic GRC: steps to implementation: a structured, informed approach to governance, risk, and compliance efforts can help leverage cross-functional synergies and increase organizational efficiency.
- Keeping your reputation clean: corporate missteps and evolving risks can leave organizations open to negative stakeholder perceptions and destroyed trust.
- A reserve against loan defaults: setting aside appropriate funds in loan-loss reserve accounts, based on accurate information, is a key factor of bank risk management programs.
- Achieving our potential: the IIA's new chairman of the board, rod winters, CIA, CPA, shares his strategy for helping internal auditors enrich themselves, their organization, and the overall profession.
- The rise of the chief risk officer: the financial crisis is drawing greater attention to the CRO's evolving role and its implications for chief audit executives.
- A lapse of ethics: whistleblower complaints prompt an audit committee chair to seek guidance from the organization's chief audit executive.
- Bill and hold: a fraud unfolds: a father-son management duo uses an inventory scheme to embezzle US $120,000 from an unsuspecting, and often absent, business owner.
- A collective failure.