Vol. 74 Nbr. 1, February 2017
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- Auditing organizational governance: internal audit has an integral role to play in improving the organization's strategic performance.
- Tools of the trade.
- An educational issue.
- Priviliged user failures.
- The slow pace of diversity.
- Break the mold.
- Heat maps don't show the whole story.
- The cyber resilience challenge: IT officers cite weaknesses in breach recovery efforts.
- Budgets out of view.
- Global uncertainties: executives say economic conditions, regulation, and other top risks pose greater threat.
- Changing of the guard: volatility is on the horizon for internal auditors in the U.S., says Kevin O'Neill, co-leader of Arnold & Porter Kaye Scholer's legislative group.
- Deforestation risks underestimated: unsustainable commodities increase pressure on supply chains.
- Data mining: by leveraging data, internal auditors can address issues beyond the reach of traditional analysis techniques.
- Intelligent assessments: government auditors are using cognitive technology to help identify high-risk areas.
- Turning up the heat on fraud: a fraud risk assessment can help auditors take the organization's ethical temperature.
- The accidental discovery: an office manager at a small distribution center tries to cover up her embezzlement scheme.
- Auditing what matters: internal auditors can add value by selecting audits that contribute to achievement of strategic objectives.
- Core principles and the QAIP: demonstrating the effectiveness of the IPPF's Principles shows internal audit's alignment with stakeholder expectations.
- Champions of trust: by modeling high standards of ethical behavior, internal auditors can help shore up faith in the organizations they serve.
- Infusing IT auditing into engagements: a three-phase approach can enable internal audit to build its IT-related capabilities.
- Breaking down the standards: with the right strategy, practitioners can divide conformance into bite-size, easily digested portions.
- Good governance is all about quality: five rules can be instrumental in achieving high standards of quality and governance.
- The beam in internal audit's eye: before they can establish credibility with stakeholders, practitioners must first get their own house in order.
- Managing talent to address emerging risks: auditors need to shift their attention from traditional ways of addressing risk to a bigger picture focus.
- Just a few more questions: the final audit report should not mark the end of an engagement.