While
updating my electronic internal audit library, I realized there are some
documents that I have not read yet! One of these was a June 2015 white paper by
Thomson Reuters entitled” A new order: The key skillsets necessary to thrive
as Head of Internal Audit today”. The document lists skillsets that most of
us are familiar with these days such as:
·
A thorough understanding of the (new) basic requirements
·
Critical thinking and the ability to continue learning
·
Deep industry experience and corporate knowledge
·
Leadership and ability to “belong” in the C-suite
·
A firm grasp of the importance of teamwork and
partnering
·
And finally: The ability to view the organization
with external holism
The last
skillset caught my attention as I rarely come across anything similar to it in
other literatures! The whitepaper explains this as:
“As regulators move beyond the strict letter
of the law to point a finger at companies on issues involving culture, conduct
and IT security, the burden on compliance and internal audit to anticipate
appropriate standards and tests has become a constantly moving target”
It adds:
“Consulting
typically requires more creative thinking than assurance work, and this may involve
the acquisition of new expertise, either by the internal auditor or through
subcontracting. It is important not only
for compliance and legal, but for internal audit to forge relationships with regulators,
subsidiaries, suppliers and major customers and to be able to anticipate
changes affecting the business”
Do you agree with this? What type of relationships
(objectives, scope and nature) with regulators, customers and suppliers are you
willing to forge? How do you balance this with internal audit independence?
Do you agree with the statement that
consulting requires more creative thinking?
Please share your thoughts and
experience!
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