Do we need more skepticism in the age of AI?

 

Dr. Michael Shermer reminds us:

“Skepticism is not a position; it’s a process.”

That process feels more urgent and important than ever. AI can generate dazzling insights, but it can also produce errors, biases, and illusions of certainty. Skepticism isn’t about cynicism or rejection; it’s about critical inquiry, verification, and disciplined questioning.

In a world where algorithms shape decisions, the real advantage belongs to leaders and professionals who ask:

* What evidence supports this output?

* What assumptions are hidden in the model?

* Where could bias creep in?

Skepticism in the AI era isn’t resistance; it’s resilience. It’s how we ensure technology serves truth, not just speed.

Question for you:

Do you see skepticism as a skill we need to teach more actively in organizations adopting AI?

#internalaudit #risk #grc #skills #skepticism #ai

Being an internal auditor doesn’t stop at the office; it shapes who we are.

 As we conclude Internal Audit Awareness Month and celebrate our pride in being internal auditors, it is important to remember that every profession leaves its mark not only on our careers, but also on our personalities and personal lives.

Being an internal auditor doesn’t stop at the office; it shapes who we are.

The positives?
We bring integrity, reliability, and critical thinking into every relationship.
The challenges?
Sometimes our vigilance makes us overly cautious or skeptical with family and friends.

The key is balance: carrying our strengths proudly while softening the edges in personal spaces. Internal audit isn’t just a profession; it’s a way of living with trust and accountability.

Summary of the new Coso corporate governance guidlines

 The Committee of Sponsoring Organizations of the Treadway Commission (COSO), in collaboration with PwC, presents a set of 12 guiding principles designed to strengthen board oversight and governance practices across public, private, and not‑for‑profit entities worldwide. The publication emphasizes that governance is not a checklist but a framework for reflection, dialogue, and alignment with an entity’s mission, values, and long‑term strategy.

Purpose of the Publication:
*Provide a common reference point for boards where governance expectations are fragmented.
*Support effective oversight by clarifying roles, accountability, and information flows.
*Complement, not replace, existing laws, regulations, and governance standards.
*Offer illustrative practices for boards and management to adapt to their context.

COSO’s View on Governance: Corporate governance is defined as the structures and processes by which boards steer entities toward strategy execution and long‑term value creation, while ensuring ethical conduct and compliance with legal/regulatory frameworks.


How to Use:
Boards and governance professionals can use the principles to:
*Frame boardroom discussions and committee work.
*Guide assessments, refreshment, and director education.
*Align oversight with strategy, risk appetite, and culture.
*Strengthen stakeholder trust through transparency and accountability.

Guiding Principles (At a Glance):

1. Board Governance Structure: Clear roles, delegations, and oversight alignment.
2. Board Accountability: Fiduciary duties, disclosures, and stakeholder confidence.
3. Board Composition & Leadership :
Skills, independence, succession planning.
4. Board Effectiveness:
Continuous evaluation and adaptation.
5. Purpose, Mission & Values: Alignment with culture and decision‑making.Culture & Tone at the Top.
6. Ethical expectations modeled by leadership.Strategy & Performance 7. Independent perspective, monitoring execution.
8. Technology & Data: Oversight of digital practices and resilience.
9. Stakeholder Engagement: Balanced communication and trust building.
10. Executive Leadership & Succession :
CEO appointment, pipeline, resilience.
11. Executive Performance & Compensation:
Evaluation, incentives, accountability.
12. Risk Management & Internal Control:
Oversight of risk, assurance, and resilience.


Key Takeaway:
Effective governance is dynamic, integrated, and principle‑driven. Boards must continuously adapt structures, accountability mechanisms, and oversight practices to sustain trust, resilience, and long‑term value creation.

Link to full report:Corporate Governance - GuidingPrinciples | COSO

Note: this summary was geneate by AI

Internal Audit Month

 

Fraud Awareness Begins at Home

Fraud is not just a corporate or financial issue; it’s a human one. Every scam, phishing attempt, or deceptive scheme ultimately targets individuals and families. That’s why fraud awareness must start at home.

• Early Education: Teaching children and family members about online safety, suspicious messages, and too-good-to-be-true offers builds lifelong resilience.

• Shared Vigilance: Discussing fraud cases openly at home helps normalize caution. When one person spots a red flag, the whole household learns.

• Digital Habits: Simple practices, such as verifying links, protecting passwords, and questioning unusual requests, are as vital at home as in the workplace.

• Empowerment: Awareness transforms fear into strength. Families who understand fraud tactics are less likely to fall victim and more likely to protect others.

Fraud prevention is not just about compliance or corporate training; it’s about safeguarding trust, dignity, and security in our daily lives. When awareness begins at home, it extends naturally into our communities and organizations.

Is SOC audits a substitute for third‑party risk assessments?

Could SOC audits serve as a practical substitute for third‑party risk management practices, particularly in smaller organizations? We posed the question to AI, and here’s what it had to say:

SOC audits are not a substitute for third‑party risk assessments.

They are a piece of the puzzle, not the whole picture.

A SOC report provides independent assurance that a vendor’s controls have been tested. It’s a valuable trust signal, but it doesn’t tell the full story.

Third‑party risk assessment goes further:

• 🌐 Evaluates financial stability, compliance posture, and resilience

• 🔍 Considers governance, subcontractors, and reputational exposure

• 📊 Provides a holistic view across people, processes, and technology

👉 Best practice: Use SOC reports within your risk assessment program, not instead of it. True resilience requires layered assurance.

What’s your perspective?

Internal Auditors' 2026 Horoscope

 I have asked AI (Copilot) to create a humorous 2026 horoscope for Internal Auditors. Here are the results:

• January: You’ll resolve to “close findings faster.” Stars say… you’ll just open new ones.

• February: Love is in the air, but so are overdue audit reports. Cupid prefers compliance.

• March: Spring cleaning? More like “control testing.” Dust off that risk matrix.

• April: Beware of April Fools—especially in expense claims. Fraud hides in jokes.

• May: Flowers bloom, and so do audit issues. Document them before they wilt.

• June: Mid‑year reviews reveal… you’re still waiting for management responses.

• July: Independence Day (US) inspires you: you’ll declare independence from Excel macros.

• August: Hot weather, hotter findings. Your audit committee wants ice‑cold assurance.

• September: Back-to-school vibes: you’ll lecture managers on segregation of duties.

• October: Spooky season. Ghost entries haunt the ledger. Boo! Material weakness!

• November: Gratitude month. Be thankful for strong controls… and coffee.

• December: Year‑end close. Stars say: Your gift is 'one more follow‑up.