A constantly expanding set of technological tools presents rapidly increasing opportunities for internal auditors to provide value to their organisations.
Although measuring culture is a difficult task, internal auditors are well-placed to provide boards with useful insight into the cultural health of their organisation by examining the cultural aspects that influence and affect the criteria that are being audited.
To increase SMEs’ options, especially as heightened regulatory scrutiny has raised banks’ risk aversion in the wake of the global financial crisis, the International Organization of Securities Commissions offers seven recommendations to ease SMEs’ access to capital markets.
Internal audit is playing an important role in helping businesses succeed in an environment where technological innovation and global interconnectedness present rapidly moving challenges and opportunities.
A growing number of companies are expected to sell parts of their business in the next year, but only about one in five of the divestments is likely to be fully successful, according to a new report.
Internal auditors may need to change their approach to audit planning to keep up with unexpected and fast-paced changes in risks, a new global survey shows.
Changes to professional guidance are designed to help internal auditors provide service that helps their organisations successfully navigate risks that are changing and accelerating rapidly.
Businesses and their activities are under increasing public scrutiny, and digital communications mean that any perceived transgressions can be broadcast throughout the world within seconds, as a number of recent high-profile cases illustrate.
Surveys that focus on executives at small and midsize enterprises suggest that many organisations have begun to strengthen their processes to handle emerging enterprise risks, but only one-third of the enterprise risk oversight programmes in the rest of the world are mature.
Credit risk management has improved at financial services companies worldwide, but the lessons learned from the financial crisis of 2008 and the sovereign debt crisis that followed in the euro zone weren’t enough.
Reputational risk has become a concern as new corporate tax reporting requirements and the rising exchange of tax information between countries are disclosing more details about a company’s tax affairs.
The number of companies adopting a programme to detect and prevent supply-chain risks is increasing, but so are the instances of fraud, waste, or abuse that companies are experiencing in their supply chains, according to Deloitte research. To better manage these risks, companies can take four steps.
Keith Goffin, a professor of innovation and new product development at Cranfield School of Management, explains the criteria by which management accountants should evaluate projects and drive innovation.
Scenario planning can help companies identify risks and opportunities to drive more effective business decisions, explains forecasting expert Steve Player, CPA, CGMA.
Almost three-fourths of global insurance companies say their leadership views risk management as having strategic value, according to a new survey by Towers Watson. The number of insurers satisfied with their ERM performance has increased since the previous survey two years ago.
With growing connectedness of devices and infrastructure, cyber-security concerns are also going to grow, Tom Ridge, the former secretary of the US Department of Homeland Security, said at the AICPA CFO Conference.
Corporate boards should look for an executive risk leader with these particular qualities to help them oversee and govern an increasing number of unfamiliar and complex risks that threaten the business.
