Foundation IAReponseToDisruptiveInnovations June 2019 - 0

Internal Auditors’ Response
to Disruptive Innovation
.........................................................................................................................
Margaret H. Christ, PhD, CIA

Marc Eulerich, PhD
and David A. Wood, PhD
Internal Auditors’ Response
to Disruptive Innovation
Margaret H. Christ, PhD, CIA

University of Georgia
[email protected]
Marc Eulerich, PhD

University of Duisburg-Essen
[email protected]
David A. Wood, PhD

Brigham Young University
[email protected]
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ISBN-13: 978-1-63454-062-9
23 22 21 20 19 1 2 3 4 5 6
Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Chapter 1: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Chapter 2: Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chapter 3: Current Innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Internal Audit’s Response to Innovation in General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Internal Audit’s Response to Innovation and Disruptions . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Internal Audit’s Preparedness to Respond to Organizational Innovation . . . . . . . . . . . . . . 11
General Response to Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Chapter 4: Innovation-Specific Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Data Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Cloud Computing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Agile Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Mobile Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Robotic Process Automation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Continuous Auditing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
New Organizational Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Artificial Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Regulatory Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Chapter 5: Overall Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Chapter 6: Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Appendix A: Detailed Participant Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Interview Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Survey Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Contents | iii
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Internal Audit Foundation Sponsor Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Internal Audit Foundation Leadership Society Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Internal Audit Foundation Board of Trustees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Internal Audit Foundation Committee of Research and Education Advisors . . . . . . . . . . . . . . . . 65
List of Tables
Table 3-1: Innovations Identified Through Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Table 3-2: Most Frequently Identified Innovations from the Survey . . . . . . . . . . . . . . . . . . . . . . . 6
Table A-1: Interviewee Demographics and Identified Innovations . . . . . . . . . . . . . . . . . . . . . . . . 49
List of Figures
Figure 3-1: Involvement in the Decision to Implement an Innovation . . . . . . . . . . . . . . . . . . . . . 8
Figure 3-2: Changes Made in Response to Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 4-1: Involvement in Innovation Decision by Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 4-2: Internal Audit’s Response to Innovation by Innovation . . . . . . . . . . . . . . . . . . . . . . . . 16
Figure 4-3: Internal Audit’s Preparedness and Effectiveness by Innovation . . . . . . . . . . . . . . . . . 17
Figure 4-4: Data Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Figure 4-5: Cloud Computing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Figure 4-6: Agile Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Figure 4-7: Mobile Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Figure 4-8: Robotic Process Automation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Figure 4-9: Continuous Auditing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Figure 4-10: Organizational Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Figure 4-11: Artificial Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Figure 4-12: New Regulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Figure 4-13: Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Figure A-1: Survey Respondent Rank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Figure A-2: Geographic Operating Scope of Survey Respondents . . . . . . . . . . . . . . . . . . . . . . . . . 51
Figure A-3: Average Percentage of Audit Hours Spent on Various Activities . . . . . . . . . . . . . . . . 52
Figure A-4: Internal Audit Function Maturity of Survey Respondents . . . . . . . . . . . . . . . . . . . . . . 53
Figure A-5: Internal Audi Function’s Operating Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Figure A-6: ERM Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
iv | Internal Auditors’ Response to Disruptive Innovation

Executive Summary
Organizations are embracing innovation and disruptive technology at breakneck speed. While these
changes have many positive effects—often improving the efficiency and effectiveness of operations,
increasing responsiveness to customer needs, or enhancing a competitive advantage—they are also
associated with new and sometimes unknown risks. As trusted advisors and competent assurance pro-
viders, internal auditors can provide meaningful input to the innovation decision and should be relied
upon to ensure emerging risks are effectively mitigated. But, fulfilling these responsibilities can be chal-
lenging for the internal audit function if it is not adequately informed about or prepared for changes.

This report explores the innovations and disruptions that organizations are currently facing and how
internal audit is evolving to react to these changes. Through interviews and surveys, the following ques-
tions are examined:
What innovations and disruptions are organizations currently implementing?

n
To what extent is internal audit involved in the innovation decision?
n
To what extent is the internal audit department prepared for any challenges stemming from the
n
innovation and how effective is it in addressing these changes?
How has internal audit changed to respond to organizational innovation and disruption?
n
What best practices could internal audit adopt to effectively address organizational innovation and
n
disruption?
Ten innovations and disruptions that internal auditors should be prepared to incorporate into the audit
plan are identified and discussed: data analytics, cloud computing, agile processes, mobile technology,
robotic process automation (RPA), continuous auditing, new organizational strategies, artificial intelli-
gence (AI), regulatory changes, and digitalization. Respondents provide a variety of specific recommen-
dations for best approaching each unique innovation and disruption.
In general, internal auditors who responded to the survey felt neutral about their level of prepara-
tion and the effectiveness of their response to most innovations—not completely prepared but not
unprepared either. Internal audit largely relies on existing personnel to address the innovations, but
increases training and adds new audit areas to the audit universe to respond. However, when new
personnel are required, new skills, such as IT expertise, and an innovation mindset are preferred over
traditional audit expertise.
Executive Summary | v
When examining all innovations together, the following best practices for internal audit departments
dealing with innovation and disruption are identified (these are fully discussed in chapter 5):
1. Have a seat at the table.

2. Communicate effectively.
3. Build strong governance.
4. Have a role in enterprise risk management (ERM).
5. Innovate in internal audit itself.
6. Cultivate the right skillset.
By following these best practices, internal auditors can be more prepared and effective for the innova-
tions and disruptions that they will increasingly face in their organizations.
vi | Internal Auditors’ Response to Disruptive Innovation

Acknowledgments
We are grateful for the financial and research support provided by the Internal Audit Foundation. We are
also grateful to the 11 chief audit executives (CAEs) and internal audit directors who generously shared
their time and expertise as interviewees. Additionally, we are grateful to the CAEs and internal auditors
from Atlanta, Georgia (USA), Germany, and Austria who were instrumental in defining the research ques-
tions examined in this study, and in particular, Bill Mulcahy of IIA–Atlanta for his gracious support of this
research.
Acknowledgments | vii
About the Authors
Margaret H. Christ, PhD, CIA, is an associate professor of accounting and PwC Faculty Fellow in the
Terry College of Business at the University of Georgia. She is also a member of the IIA–Atlanta’s Board
of Governors. Her research focuses broadly on management control systems, including the role of
internal audit in organizations. She has earned several research awards from the American Accounting
Association, including the Accounting Horizons Best Paper award and outstanding paper awards from
the Management Accounting, Information Systems, and ABO Sections. Her research is published in The
Accounting Review, Contemporary Accounting Research, Accounting, Organizations and Society, Audit-
ing: A Journal of Practice & Theory, Accounting Horizons, and The Journal of Management Accounting
Research (JMAR). She is an editor for JMAR and serves on several editorial boards. Dr. Christ’s research
contributes to research and theory. As a result, she serves on the AAA COSO Committee and the Internal
Audit Foundation’s Committee of Research and Education Advisors (CREA). Her research has received
grants from The IIA, Institute of Management Accountants, and Institute for Fraud Prevention. Dr. Christ
teaches accounting information systems and has developed a case-based curriculum that relies heavily
on data analytics techniques. She works with the Ernst and Young Academic Resource Center to develop
and disseminate educational materials on the analytics mindset.
Marc Eulerich, PhD, is professor for internal auditing at the Mercator School of Management, Uni-
versity Duisburg-Essen, since 2011.The professorship is sponsored by the DIIR, German Institute of
Internal Auditors, with an explicit focus on internal auditing research and teaching. He is program coor-
dinator for the Internal Auditors Education Partnership Program and chair of the scientific committee
of the German IIA. He has published numerous scientific and practitioner articles and books about
corporate governance, internal auditing, and strategy. His research is published in Accounting Horizons,
Journal of Information Systems, Accounting History Review, Managerial Auditing Journal, International
Journal of Auditing, and numerous other journals. Dr. Eulerich also supports the German profession
of internal auditors with numerous talks and consulting projects to intensify the relationship between
theory and practice.
David A. Wood, PhD, is an associate professor of accounting and Andersen Fellow in the Marriott
School of Business at Brigham Young University (BYU). He is passionate about understanding new tech-
nologies through research and then implementing them into the curriculum of BYU. He also works with
the Ernst and Young Academic Research Center (EYARC) to develop and deliver free curriculum through-
out the world. He earned his PhD at Indiana University and his BS and MAcc degrees at BYU. Dr. Wood
About the Authors | ix

teaches accounting data analytics, accounting information systems, and experimental research design
at BYU. He has published more than 50 articles in respected academic and practitioner journals. His
research has won multiple accounting and ethics best paper awards. He is an editor at Journal of Infor-
mation Systems and serves on the editorial board for several additional journals.
x | Internal Auditors’ Response to Disruptive Innovation

Chapter 1
Introduction
The business world is facing unprecedented change and innovation. As explained by American business
writer Bruce Tulgan, “We are living through the most profound changes in the economy since the Indus-
trial Revolution. Technology, globalization, and the accelerating pace of change have yielded chaotic
markets, fierce competition, and unpredictable staff requirements.” For business professionals, man-
aging all of this change—and especially the break-neck pace of change—has become the equivalent of
trying to sprint a marathon.

As organizations try to innovate, it is important to note that many innovations also serve as significant
disruptors to traditional processes. Thus, along the proliferation of innovative technologies and practices
that organizations are adopting comes an evolving set of risks that must be assessed and managed. Inter-
nal audit, as the third line of defense, has the opportunity to play a critical role in maintaining effective
control and mitigating these emerging risks. To this end, it is critical for internal auditors to have what
former Hewlett-Packard (HP) CEO Carly Fiorina described as strategic and peripheral vision:
“The pace of change is so great, there is always something else going on. What that
says to me is that you have to have strategic vision and peripheral vision. Strategic vision
is the ability to look ahead and peripheral vision is the ability to look around, and both
are important.”
To help internal auditors keep pace and develop both strategic and peripheral vision, two primary ques-
tions are addressed in this report:
1. What innovations and disruptions have affected organizations and their internal auditors?
2. How has internal audit responded (or struggled to respond) to these innovations?
Key innovation trends facing organizations and their internal audit functions are identified through
in-depth interviews and surveys of practicing internal auditors. Further, internal audit functions’
responses to these innovations and helpful insights and best practices for internal auditors facing these
changes are documented.
Introduction | 1
Throughout this report, innovations as well as disruptions that organizations are facing are addressed.
While these terms have nuanced differences, each will be used interchangeably, suggesting that organi-
zations are facing significant change as a new innovation is implemented or a disruption arises. Addition-
ally, innovations/disruptions that effect the organization as a whole, as well as those that are transforma-
tive within the internal audit function, are considered. It is important to recognize that as organizations
adopt innovations, it forces change within the internal audit function and must be addressed. Similarly,
when internal audit implements an innovative change (e.g., emphasis on data analytics or continuous
auditing), it can influence the organization as well.

2 | Internal Auditors’ Response to Disruptive Innovation

Chapter 2
Research Method

We investigated internal audit functions’ responses to innovation and disruption using a two-stage
research design. In the first stage, we performed 11 semi-structured interviews with CAEs (or equiva-
lents) from organizations of varied sizes, industries, and type. In the second stage, we surveyed internal
auditors who also represent organizations of varied size, industry, and type. Most participants were
located in North America. By interviewing and surveying a diverse set of internal auditors, we were able
to identify a wide variety of innovations and disruptions internal audit functions are currently facing and
gain a wide range of perspectives on their ability to respond effectively to these changes. Copies of the
interview and survey questions are available from the authors upon request.
Interviews

Chief audit executive (CAE) interviewees were identified using personal contacts established through
our relationship with The IIA. Each interview lasted approximately one hour. We used a standard set of
interview questions to guide the interview but allowed for considerable variation in follow-up questions
as needed based on the interviewee’s experiences and expertise. Interviews were recorded and tran-
scribed. We used the insights gained from these interviews to inform and motivate our survey, which
was administered during the second stage of the study (described below).
Surveys
In October 2018, the Internal Audit Foundation sent an email to approximately 5,000 members that
briefly introduced our study and invited them to participate. The email included a hyperlink that inter-
ested participants could use to access an online survey. The survey included three sections: 1) questions
about the participants and their organizations (i.e., demographic variables), 2) questions about current
organizational innovations the internal auditors are facing, and 3) questions about future organizational
innovations internal auditors are likely to face within the next three to five years.
The survey was open for approximately one month and we received 162 responses. Each provided their
complete demographic information along with information about at least one innovation to be included
in the study. This represents a slightly lower response rate than for similar studies conducted using
Research Method | 3
surveys administered by The IIA (see Anderson et al., 2012 and 2014, and Christ and Ricci, 2015, for
examples). However, given that the aim of this study is to provide descriptive information about organi-
zations facing innovation and their internal audit functions, as well as best practices and suggestions, it
is reasonable to believe that many internal auditors who received the initial invitation did not feel they
had relevant insights to share (i.e., may not believe they had innovative practices to discuss). Thus, this
sample is sufficient for the purposes of this study.
In total, the sample obtained provides a diverse view of internal audit functions across North America
and thus is suitable for a detailed study of how they respond to innovations in their organizations. For a
detailed description of study participants, please see the appendix.

Chapter 3
Current Innovations

In stage one of our study, we interviewed 11 CAEs (or equivalent) from a variety of organizations. Each
interviewee was asked to identify any disruptions or innovations that their organization is currently fac-
ing (or has recently faced). Interviewees identified a diverse set of innovations, ranging from the very
technical (e.g., robotic process automation or digitalization) to more broad organizational changes (e.g.,
shifts in corporate strategy). Table 3-1 reports the frequency of reported innovations.
Table 3-1: Innovations Identified Through Interviews
Current Innovationsa Percent Reporting
Corporate Strategy Changes 64%
Robotic Process Automation 55%
Data Analytics 45%
Cloud Computing 36%
Mobile Tech 27%
Digitalization 27%
Artificial Intelligence/Machine Learning 18%
Drones 18%
Regulatory Changes 18%
a
Other current disruptions/innovations described by at least one interviewee included agile processes, the internet of things,
and the gig economy.
The innovations identified by the interviewees formed the basis of the list of innovations provided to
survey participants. The list was then supplemented with other innovations identified in popular and
business press, resulting in a list of 23 potential innovations provided to survey participants. Some of
Current Innovations | 5
the items on the list may not seem like innovations or disruptions to all organizations, especially to early
adopters; however, the definition of innovation in this research is intentionally broad, because what is
considered innovative can differ greatly from organization to organization. We chose to allow survey
participants to describe activities that have been most innovative for their organization without further
categorizing innovations as “new” or “old.” As a result, the study is informative to other practitioners
who may fall anywhere along the spectrum of innovative organizations.
Using this list, survey respondents provided information about 331 total innovations that their organi-
zations or internal audit functions are currently facing (or have recently faced). The survey then asked
participants to select (up to) three of the most innovative and/or disruptive changes their organization
has implemented or is in the process of implementing. (Not all participants provided three responses to
this question.) Respondents could also add additional innovations/disruptions in a free-response field.
Based on the responses to the survey, 10 innovations were identified, each of which received 10 or more
survey responses. Innovations with less than 10 responses were put into a category titled “other.” The
number of responses and rank of the 10 most frequently described innovations appear in table 3-2.
Table 3-2: Most Frequently Identified Innovations from the Survey
Number of
Innovation Definition Rank
Responses
IT-enabled data analysis techniques used to

Data Analytics 54 1
draw insights from raw information sources.
Using remote servers hosted on the inter-

Cloud Computing 48 2
net to store, manage, and process data.
Approach to project management involving

Agile Processes short “sprints” to produce multiple itera- 38 3
tions of the product.
Using cellular technology to connect

Mobile Technology phones, tablets, or laptops to communi- 35 4
cate.
Automation that allows the user to design

Robotic Process Automation a “bot” that performs routine, systematic 33 5
tasks.
Using automated methods to perform audit

Continuous Auditing 28 6
activities on an ongoing basis.

A wide range of organizational strategies
New Organizational Strategies were described by survey respondents (e.g., 16 7
changing distribution channels).
Processes that use intelligent machines to

Artificial Intelligence work and react similarly to humans. Charac- 14 8
terized by machine learning.
A wide range of regulatory changes were

Regulatory Changes 11 9
described by survey respondents.
Conversion of text, pictures, sound, etc.,

Digitalization into a digital form that can be processed by 10 10
a computer.
Various, including drones, blockchain, driv-

Other Innovations erless cars, smart cities, internet of things, 44 No Rank
etc.
Internal Audit’s Response to Innovation in General
In addition to identifying innovations that are currently relevant, it is also important to analyze how
internal audit responds to organizational innovation in general. This was done at a macro level by group-
ing survey responses related to all innovations together and focuses on internal audit’s response to orga-
nizational innovation in three primary areas: 1) involvement of internal audit in the decision to innovate,
2) changes internal audit has made in response to the innovation, and 3) evaluations of internal audit’s
preparedness and effectiveness related to the innovation. The analysis of each innovation is detailed in
chapter 4.
Internal Audit’s Involvement in the Decision to Innovate

The impetus to innovate can vary significantly from organization to organization or from innovation to
innovation. For example, an organization might innovate in response to customer needs, in an attempt
to keep up with or differentiate from a competitor, or to adopt an emerging technology. Organizations
also differ in how they execute an innovation decision. Of particular interest for this study, not all organi-
zations include the internal audit function in the discussions surrounding the decision to innovate.
Respondents were asked to what extent internal audit was involved in the organizational decision to
implement an innovation. As shown in figure 3-1, 42% of respondents indicated that internal audit had
no involvement in the innovation decision. That is, the decision to implement an innovative or disruptive
change was made without any input from internal audit.

Figure 3-1: Involvement in the Decision to Implement an Innovation

Figure 3-1: Involvement in the Decision to Implement an Innovation

it is important for the internal audit function to maintain independence and objectivity so that
While
effectively provide assurance over such innovations in the future, it is potentially problematic to
it can

keep internal audit out of the innovation discussions completely. Internal audit can provide important
!
insights
into any new risks posed by the innovation, address whether existing controls are in place to
potentially mitigate new risks, and help vet potential suppliers or external partners that will be involved

in !
the implementation of the innovation. Each of these activities can be performed without a loss of

independence and objectivity, if executed appropriately. In addition, and critically important, if the

internal audit function is not involved in or at least informed about innovation decisions early in the

process,
! they may be unprepared to provide assurance or consulting services regarding the changes.
This
can diminish internal audit’s ability to handle emerging risks resulting from the innovation, thus
putting the organization at risk.

!

Returning to figure 3-1, when internal audit was involved in the innovation decision, most frequently
(34% of the time) respondents indicated they were involved in the process of identifying and vetting the
vendors or products that would be involved in the implementation. This support in the initial phase of an
innovation project or process helps to proactively reduce the potential risk and identify potential room
for improvement.
Respondents indicated 20% of the time that they were involved in the initial decision to implement an
innovation. While we cannot tell from the survey the extent of internal audit involvement in the deci-
sion, insights from our interviews suggest that the involvement is often described as a position on a
steering or risk committee. In this regard, the internal audit function can provide input without becom-
ing consultative or violating the three lines of defense.
Finally, only 4% of the time internal audit consulted about the risks involved in the innovation and the
controls necessary to mitigate those risks after the innovation decision. Again, this input could be pro-
vided without violating independence and objectivity standards. Further, this allows internal auditors to
have early insight into the risks that they should be considering once the innovation is implemented and
what new audit activities should be added to the audit plan. This lack of involvement in identification of
risks and controls after innovations have been adopted represents a significant opportunity where inter-
nal audit can add value moving forward. Internal auditors should advocate for a seat at the table at this
key decision point in the innovation process.
Internal Audit’s Response to Innovation and Disruptions
Many of the innovations and disruptions described by interviewees and survey respondents represent
considerable changes in the technology or processes used to meet organizational objectives. As such, it
is likely that the internal audit function may need to change its audit activities, personnel, or skillsets so
that it can continue to add value and provide effective assurance in the face of these changes. Survey
respondents were asked whether and how their internal audit function has changed in response to the
innovations implemented at their organizations. Figure 3-2 shows their responses. The most common
changes described by survey respondents were increased training specific to the innovation (31%) and

revisions to the audit universe and/or annual plan to focus on the new (risk) areas (31%).1
Figure 3-2: Changes Made in Response to Innovation

Figure 3-2: Changes Made in Response to Innovation

1 For this question, participants were allowed to select all responses that applied for each innovation; therefore, responses

are not mutually exclusive, so the total adds up to more than 100%.
#!'

!!'

Response data suggests that internal auditors largely believe their existing internal audit personnel can
effectively provide assurance regarding the new innovations. In particular, survey respondents were approx-
imately three times more likely to indicate that they increased training rather than changed their staffing
mix via outsourcing or co-sourcing the activities related to the innovation, or hiring new auditors with a
different set of skills. Relatedly, 21% of respondents indicated that no changes were needed at this time.
Some anecdotal evidence from the interviews also supports the notion that, in general, internal audit
functions may not be making major staffing changes to respond to organizational innovation. For exam-
ple, in response to a question about factors necessary for the internal audit function to be prepared for
technological innovation, a CAE from a global financial firm stated:
“I don’t think internal audit needs to have technology-specific expertise. I think we need
general technology expertise. We need to have advisors that can help us, from a co-
sourcing perspective, think through things that maybe we’re not considering and not
thinking through. But most of this stuff follows principles that can be handled through
[what we know and do] already. We have very capable audit staff.” (C11)
This CAE reiterated that the key to successfully responding to organizational innovation is to remain well
versed in audit methodology, risk, and control. These same principles that have always been central to
effective internal audit work continue to be critical in an evolving workplace. He did specify, however,
that as he hires new internal auditors into the business, he focuses on “just getting smarter thinkers into
this business. Fewer people who want to be told what to do and more auditors who are interested in
generating ideas and innovative ways to attack risks and problems.”
Data also indicated that only 2% of the time internal audit functions have responded to innovation by
decreasing staff size. Instead, when staffing changes are made, innovations are much more likely to
increase staff size, as 10% of respondents indicated hiring additional staff because of an innovation.
Several of the innovations described by respondents could have direct staffing implications for internal
audit. For example, innovative practices such as data analytics, robotics, and artificial intelligence were
also described as new practices used within internal audit to facilitate and improve audit activities.
When fully implemented, each of these innovations has the potential to reduce the number of internal
audit staff required (Cooper, Holderness, Sorensen, and Wood, 2019). Indeed, efficiency is one of the
primary benefits of using data analytics in an audit process (Austin, Carpenter, Christ, and Nielson, 2019).
However, current results suggest that respondents have not yet experienced the “doomsday” outcomes
predicted by the popular press and some academic publications, suggesting a significant drop-off in the
need for auditors and accountants (Frey and Osborne, 2013).

Internal Audit’s Preparedness to Respond to Organizational Innovation
Finally, internal auditors were asked to identify how prepared they were to respond to each innovation
and how effective they believed they were in response to the innovation. Both questions were rated on
a seven-point scale, with 1 indicating being completely unprepared/ineffective and 7 indicating being
completely prepared/effective. Across all innovations, on average, respondents were slightly below the
midpoint of the scale, indicating they believed that they were neither prepared nor unprepared (score
of 3.8). Similarly, on average, respondents indicated they believed they were neither effective nor inef-
fective (3.9) in responding to the innovation.
These middling scores seem to support the findings from the 2018 Global Chief Audit Executive Survey
conducted by Deloitte. As discussed by IIA President and CEO Richard Chambers in the December 12,
2018 edition of Internal Auditor online:
“If you occasionally have doubts about the impact of internal audit on your organiza-
tion, you are not alone. According to Deloitte’s 2018 Global Chief Audit Executive Sur-
vey, a staggering 60% of chief audit executives (CAEs) believe the internal audit function
does not have a strong impact and influence within their organization. And, while that’s
obviously bad news for internal auditors, it was actually an improvement from 72% in
Deloitte’s 2016 survey.”
Thus, it appears that the profession of internal auditing faces a challenge as it prepares for and
addresses innovation. Results suggest high variability in how each individual internal audit function
is preparing for and effectively responding to innovation in their organizations, and even within their
own internal audit groups.
General Response to Innovation
Analysis of the survey data yielded three important insights. Each is described below and includes sup-
port from our interviews, where relevant. First, the results indicate that in many organizations, internal
audit does not have a seat at the table when innovation and organizational change is discussed. This
represents the single most important finding of this study. To add value to the organization, internal
audit must work to have a seat the table and overcome the traditional perception of being a “watchdog.”
Without being part of the conversation, internal auditors will constantly be in reactionary mode and may
be unprepared to address the changes facing the organization, thereby putting them further at a disad-
vantage for adding value to the organization.
The most obvious way internal auditors can add value regarding organizational innovation, while still
maintaining independence and objectivity, is to leverage their strength of risk identification and control
evaluation/design by helping the organization more fully understand the implications of innovation early
in the process. That only 4% of organizations are availing themselves of internal audit expertise in this
area suggests a tremendous opportunity for internal auditors to play a more significant role.
As with the survey responses, interviewees reported that internal audit did not necessarily play an active
role in the decision to innovate. However, those interviewees that described the most successful imple-
mentation of innovations indicated that internal audit was brought into the process at a fairly early point.
For example, a CAE from a company in the financial industry described his involvement in the company’s
strategy governance committees: “The best practice I can think of is to be in an advisory capacity early
on… Stay in touch with what is actually happening [in the organization].” (C11)
This sentiment was echoed by the CAE from a company from the automotive industry (C1) who further
described how important it is to have a trusting relationship with senior management and operations
because, “They need to keep us in the loop [about new innovations]. It works out better for everyone
when we can really partner with them.”
Similarly, a CAE from a financial organization attributed its internal audit function’s preparedness to
address organizational innovations to its involvement in the innovation decision. In particular:
“Here at [Financial], we have a seat at the table and have built trust with the business and
the board. I think because [management] wanted us to be there at the forefront, it has
opened the doors for us to get the right level of resources and training and backgrounds
that we need [to be successful].” (C7)
A second, and nearly as critical finding as the previous finding, is the relatively lukewarm ratings internal
auditors give to themselves for being prepared for innovation and being effective with innovation. These
ratings could be interpreted in two very different ways. An optimistic interpretation suggests that given
the significant and continual change that business and internal audit is facing, internal auditors are right
where they are supposed to be. Using a river-rafting analogy, the internal auditors are squarely in the
boat, not capsized or drowning from the rapid pace of change. A more pessimistic interpretation, again
using the river-rafting analogy, is that although internal auditors appear to be in the boat, they are white-
knuckle-clinging-to-the-sides not thriving on this trip and may be in for a rough future as the river speeds
up and gets more complicated. Specific internal audit functions likely span the range of almost drowning
to expert river guides. The key to moving forward is to get ready quickly as an even more thrilling pace
of innovation with many potentially disruptive rapids is expected.
If these first two insights are considered collectively, it reveals an important insight for internal auditors.
In particular, there is likely a reciprocal relationship between being part of the innovation conversation
and the level of internal audit’s preparedness and effectiveness with innovative changes. When internal
auditors have a seat at the table during the innovation decision, even just as observers, they can better
prepare and be more effective in response to the next change. Success with an innovation then increases

the likelihood that internal audit is involved in the future, creating a positive cycle of having a voice and
being effective.
However, the opposite is true as well. When internal auditors are not involved in the innovation discus-
sion early on, they may be surprised by and ill-prepared for innovation, diminishing their ability to add
value to the organization and provide effective assurance. This cycle then is likely to continue with the
internal audit function being less likely to be involved in the next conversation. This negative cycle threat-
ens internal audit to be perpetually ineffective and marginalized as a voice in the organization. Getting
on the positive path is critical for internal audit’s future. In subsequent sections, we provide additional
details and suggestions for how internal audit can be more prepared and effective for future innovations.
Finally, it has been consistently observed that innovation stretches and requires internal auditors to
change. This change is generally required of the current staff as internal auditors are more likely to
retrain their staff than increase staff size or hire specialists. This has critical implications for the internal
audit group: hiring decisions need to consider the ability of candidates to adapt and learn, budgeting
and time allocation decisions need to plan for significant training outlays of time and money, and indi-
vidual internal auditors need to embrace continuous improvement and education. This latter point may
be challenging because 21% of respondents do not think change is necessary to respond to innovation.
This group of respondents may not yet fully understand the implications of the innovations being imple-
mented by organizations today or in the near future.
Chapter 4
Innovation-Specific Responses
This chapter offers a more detailed examination of each type of innovation identified by respondents. To
aid in comparison across innovations, figure 4-1 and figure 4-2 break the results down by specific inno-
vation. In addition, figure 4-3 shows a summary of the preparedness and effectiveness ratings for each

innovation. In each of these figures, the innovations are presented alphabetically.
Figure 4-1: Involvement in Innovation Decision by Innovation

Figure 4-1: Involvement in Innovation Decision by Innovation

For
each innovation, each bar indicates the percentage of respondents who indicated a specific type of involvement in the

innovation decision process.

Innovation-Specific Responses | 15

Figure 4-2: Internal Audit’s Response to Innovation by Innovation

Figure 4-2: Internal Audit’s Response to Innovation by Innovation

For each innovation, each bar indicates the percentage of respondents who indicated a specific type of internal audit function

response to the innovation implementation.


Figure 4-3: Internal Audit’s Preparedness and Effectiveness by Innovation
Figure 4-3: Internal Audit’s Preparedness and Effectiveness by Innovation

For
each innovation, the red (blue) bar represents the extent of internal audit function preparedness (effectiveness) in
responding
to that particular innovation using a seven-point scale, where 1 = completely unprepared/ineffective and 7 =
completely prepared/effective.

Data
Analytics

Definition

Data
analytics is a broad term that encompasses IT-enabled techniques used to draw insights from raw
information sources (i.e., data sources). In an auditing context, the American Institute of Certified Public

Accountants (AICPA) defines data analytics as the “science and art of discovering and analyzing patterns,

identifying anomalies and extracting other useful information in data underlying or related to the subject

matter of an audit through analysis, modeling and visualization for the purpose of planning or perform-

ing the audit” (AICPA, 2017). Although data analytics is not necessarily new to all of the organizations
interviewed or surveyed, participants agree that it has been transformative for their organizations, and
the extent of its use continues to increase and evolve.
Data analytics can be implemented broadly throughout the organization to facilitate decision-making in
all facets of the business. In these cases, internal audit functions must understand this new approach for
decision-making and gain comfort with the processes management undertakes to develop its analytics.
Additionally, data analytics can be and often is implemented internally within the internal audit function
to improve the effectiveness of the audit. Indeed, internal auditors describe marked improvement in the
efficiency and effectiveness of audits that use data analytics.
Effects on the Organization/Risks
When asked about the new risks their organizations face due to the implementation of data analytics, the
most frequent response was risks related to data integrity. In particular, when organizations implement
data analytics, individuals are likely to have access to various systems from which they pull and combine
data for analysis. There is increased risk that analytics will be performed and subsequently relied upon
for decision-making using incomplete or flawed data sets. Thus, effective governance processes need to
be in place that identify who has access to data, how it will be used, and how it will be protected.
Respondents also described concerns about transparency in that more transparency means manage-
ment and internal audit cannot “control” “bad” news as more people have access to the raw data.
Also, transparency can be problematic as staff leave—they take more insights with them, potentially
to competitors.
Organizations’ reliance on data analytics can cause challenges for internal auditors. For example, one
CAE of a company in the financial industry (C11) indicated that data in his/her organization tends to be
spread out and disparate, making effective use of data analytics challenging. Further, the organization
did not apply a consistent methodology or discipline to analytics when first implemented, so it can be
particularly challenging for the organization (and subsequently internal audit) to bring it all together and
use it effectively.

Relatedly, a CAE from a utilities company (C4) described how each business unit in his/her company
implemented its own version of data analytics to meet individual needs. Thus, there was no consistency
across the organization, making it difficult to harness the power of analytics. Moreover, it was quite dif-
ficult for internal audit to provide assurance because of the disparate nature of the analysis.
When data analytics is used within the internal audit function as an internal audit tool, it can also create
some challenges. For example, survey respondents warned that focus on data analytics can detract audit
staff from having sufficient time to perform other types of audits, leaving stakeholders frustrated. Addi-
tionally, several respondents noted that having their staff perform data analytics increased turnover, as
more of their staff were poached internally for management positions or by other companies. Having the
resources to hire and retain skilled data analysts is difficult.

Survey Results
In our survey, 54 respondents selected data analytics as a major current innovation in their organization,
more than any other innovation. Despite being the most common innovation, internal audit was not
more or less involved in the implementation decision than for other innovations. Nor did respondents
feel that their internal audit functions were more (or less) prepared to respond or effective in response
this innovation. Results can be seen in figure 4-4.
to
Figure 4-4: Data Analytics

Figure 4-4: Data Analytics

Insights

Survey respondents cited a wide variety of analyses performed with data analytics. More interest-
ing than the diversity of analyses is the many tools that were reportedly used. As one respondent


stated, “[internal auditors should] avoid reliance on Excel just because Excel is easy to use.” Also, one
respondent warned “be wary of free tools.” The most frequent tools cited were Tableau and ACL. R,
Python, and SQL were the next most recommended tools.
Best Practices
Training: Survey respondents described a new (internal) requirement to learn and improve data
n
analytics as part of the audit scope and the audit team’s performance goals. By formalizing the
training process and including it in the annual plan, the internal audit function was better able to
improve performance using data analytics.
Maintain strong data governance: Organizations should require and strictly enforce the
n
documentation of data libraries, which helps significantly when staff leave their positions. Also,
spend significant upfront time to have and keep data access and to structure the data in a
controlled, meaningful way.
Control proliferations of analyses: A common problem with data analytics is that there is no
n
control over what analyses are done, saved, shared, and relied upon. Thus, duplication is possible
and, worse, duplicitous analyses that have different results are possible (potentially due to error or
misapplication of analytics techniques). Providing control over who can perform analyses and how
these analyses are reviewed and stored is critical.
Cloud Computing
Definition
Cloud computing is the practice of using a network of remote servers to store, manage, and process data
rather than a local server or personal computer.
As described by survey respondents, cloud computing introduces a host of risks to the organization,
including those related to privacy, security, data breaches, data sensitivity, reputation, and regulation.
Additionally, a shift to the cloud fundamentally changes the organization’s approach to data storage, use,
and management.
As described in an interview by the CAE of a company from the food and beverage industry, “Our IT strat-
egy is to move out of our own data centers and utilize the cloud. These cloud providers can do it for less
money and more effectively and they have higher levels of security. It has changed the IT department
quite substantially and it has changed how much talent [is] needed in the organization. The IT staff is
about 1/3 less than it was a year ago.” (C5)

Survey Results
Cloud computing was the second most frequently reported innovation, with 48 survey responses. Survey
respondents indicate internal auditors are more involved in vetting/identifying a vendor for this innova-
tion than for all other innovations (36%). Cloud computing also scored the highest of all innovations for
requiring auditors to add more areas to their audit plan and necessitating training in response to this
innovation. In terms of preparation and effectiveness, cloud computing scored right in the middle with
internal auditors neither agreeing nor disagreeing they are prepared and effective in this domain. These
results can be seen in figure 4-5.

Figure 4-5: Cloud Computing
Figure 4-5: Cloud Computing


Insights
Given the prevalence of new risks elicited by a transition to the cloud, it is not surprising that many
survey respondents strongly recommended evaluating controls surrounding cloud computing as a best
practice. Further, they recommended hiring individuals with IT skills to facilitate the evaluation of cloud
computing controls. Thus, as companies innovate using cloud computing, it is likely to shift internal audit
hiring practices. Multiple individuals recommended hiring outside experts to conduct penetration tests
and bringing in personnel with specialized IT skills. Finally, a consistent theme emerged that to be suc-
cessful, respondents suggested building a very strong relationship with IT before moving to the cloud.
Best Practices
Survey respondents provided several specific recommendations that are worth noting, including:
Evaluate controls: In addition to the standard evaluation of internal controls surrounding

n
data security, privacy, etc., several respondents indicated the importance of evaluating “soft
controls.” The move to cloud changed the culture of several companies and it also caused several
companies to downsize IT employees—which often resulted in IT knowing significantly less about
the organization. These respondents indicated that paying attention to things like culture and
knowledge of the organization was important.
Increased IT expertise in the internal audit function: The internal audit function will need to
n
employ individuals with IT skills to facilitate the evaluation of cloud computing controls. As one
respondent described: “[Our] recruiting focus has moved away from accountants towards people
trained in coding, cybersecurity, informatics, and data analytics.”
Closely monitor your cloud co-sourcing partner: Make sure to include as much detail as required
n
to clearly communicate the results of testing. Assign staff to “shadow” your co-sourcing partner as
much as possible to gain subject matter insights.
Be aware of costs: Internal audit should help organizational leadership be prepared for cloud
n
vendors who will not disclose the true cost of an implementation up front. There may be significant
costs associated with maintenance that are not apparent during the negotiation phase.
Agile Processes
Definition
Agile processes (or the agile method) is an approach to project management with the goal to provide
a high-quality product in a timely manner at a low cost. The process often involves “sprints,” which are
incremental, iterative work sequences. This approach embraces change and focuses on delivering tested
products in short iterations—think of software companies that release many versions (e.g., beta 1 ver-
sion, beta 1.1 version, etc.) of a product in quick succession that make incremental steps of improvement
with each new release.
Organizations can implement agile processes throughout their operations, thus affecting any function.
When agile is implemented throughout the organization, internal audit must recognize that the business
processes will have changed and the employees engaged in these processes will have a different mind-
set and approach to project management. Additionally, the internal audit function itself may implement
the agile method to conduct and manage its audit activities. In this case, the nature of the internal audit
work will change such that internal auditors must be more efficient and flexible.
There are a number of risks internal auditors should be aware of when the organization (or the internal
audit function) implements agile processes. Survey respondents noted that agile requires a cultural shift
and new way of thinking throughout the organization. The shift to agile introduces more ambiguity and
constant change. As such, agile requires more discipline than in the past because often during a sprint,
business process owners may not focus on internal controls and documentation. This can result in more
problems for internal auditors, but because the nature of sprints is meant to be fast, they may struggle
to perform their duties and provide timely recommendations.
As an example of the change of thinking that is required of internal audit when an organization shifts to
agile processes, consider a recent experience of the CIO of a large educational institution. The IT group
had switched to agile processes but still had traditional internal audits conducted. The internal audit
group conducted audits in a traditional way—set up a meeting, evaluate processes or controls, review
all of their materials, and then provide recommendations/findings. The challenge from the perspective
of the CIO is that by the time internal audit provided the recommendations for what they found, the IT
group had already released two new iterations of the process that was audited. The findings of internal
audit were simply irrelevant because of the fast-paced nature of the agile process. This left a sour taste
in the mouth of the CIO. From the CIO’s perspective, internal audit was an exercise of compliance that
added little value because they could not keep up with the speed of the IT group. To provide value in
an agile process world, internal audit must make significant adaptations to perform audits and report
findings in a much closer to real-time fashion.
Survey Results
Of the respondents, 38% indicated that agile processes have been implemented by their organization
(and/or within the internal audit function) and represent an important innovation (rank 4th). Figure 4-6
shows that survey respondents report that internal audit is less involved in the decision to implement
agile processes throughout the organization than the average of all innovations combined. However,
when agile processes are implemented, internal audit is more likely to add new audit areas to the audit
universe and annual plan than for almost all other innovations (only cloud computing had a greater
number of responses).

Figure 4-6: Agile Processes

Figure 4-6: Agile Processes

internal auditors feel relatively unprepared for agile process changes, but they believe they
In addition,
are of average efficacy in responding to this innovation. These results are likely because agile method-

ologies change the way audit activities are carried out, not just the focus of the audit (as with most of

the other
innovations described). Therefore, when an organization embraces agile practices, the internal
audit

function is likely to make changes to its entire audit process. Relatedly, internal auditors indicate
that they
have turned to outsourced/co-sourced providers for help with agile processes more than for

any other innovation in our sample.


Insights
Survey respondents noted that moving to agile can cause greater burnout in staff auditors because of
the pace of work and the constant change. A majority of respondents also indicated that their biggest
challenge with agile is the lack of resources, especially in terms of individuals who understand this pro-
cess. Finally, one interviewee reported that agile can require a different mindset related to annual plan-
ning. As one CAE explained, “We used to have an annual plan and that was our plan and we would stick
to it, and we would show it to the audit committee in December and then we would execute everything
in the next year. But now, it’s much more of an ongoing agile approach. When something pops up… we
say, okay, let’s look at what we have for the next four months and reprioritize something.” (C4)
Best Practices
Survey respondents provided numerous suggestions for how to deal with the risks brought about by the
implementation of agile methodologies, as described below.
Open communication: Respondents overwhelmingly reported the need to have open

n
communication between senior management and the internal audit function and for internal audit
to be involved in the decision to implement agile. In particular, respondents recommended that
internal audit attend regular meetings as the agile methodology is implemented and all training or
demonstration of products used to facilitate the transition to agile processes.
Leveraging expertise through co-sourcing/outsourcing: Several respondents indicated that
n
employing co-sourced/outsourced talent can be especially valuable early on in the efforts to
implement agile.
Recognize the learning curve: One respondent provided an important reminder—“expect ramp-up
n
time and decreased efficiency at first as the team adapts.”
Mobile Technology
Definition
Mobile technology relates to using cellular technology to connect phones, tablets, or laptops to com-
municate. Respondents indicated a broad range of applications for mobile technology—from tracking
people and assets (e.g., planes, trucks, etc.), to converting paper-based documentation efforts to digital
using tablets, to providing solutions for customers.
The respondents indicated the typical cyber risks (e.g., privacy, data integrity, security, etc.) for this tech-
nology with an added emphasis on the availability of computer systems. They also had concerns around
theft and unauthorized access because there were more points available to exploit by hackers. Fur-
thermore, many technology multinationals and foreign governments forbid their people from bringing
private or company smartphones or laptops to different countries. Although not explicitly mentioned
by our respondents, organizations and internal audit functions also need to consider “bring-your-own-
device” (BYOD) policies. If organizations allow individuals to choose which technology they use, the orga-
nization is exposed to the risks of whatever software is on employees’ personal devices.
Survey Results
As seen in figure 4-7, internal audit had little involvement in this innovation except for vetting/identify-
ing vendors to implement the mobile technology. Internal auditors largely believed they did not need
to change their audit processes in response, except to add audit areas to their annual audit plan. The
respondents also had relatively high evaluations of preparedness and effectiveness.
Insights
Creating a working framework to monitor and control the specific risks is complicated in organizations,
especially because of the heterogeneous mobile technology landscape. Often, the COBIT framework
is used to develop the potential risks and responses coming from mobile technology. Therefore, it is
important that enterprises identify all internal and external processes and resources influencing their
mobile activities to effectively govern the technology.
Additionally, one CAE we interviewed works for an organization in the transportation industry that is in
the middle of a major digital innovation that will transform the way customers interact with the company
and the product. S/he described internal audit’s current role as performing advisory audit projects:
“We [currently] have an ongoing advisory audit project that relates to the mobile ticket-
ing application. We provide an independent assessment every four to six weeks on project
progress, project deliverables, milestones and things of that nature. [The organization is]
also looking to revamp our second mobile application, a mobile informational app, and
internal audit is involved in the back end due diligence around the vendor we’re selecting
to do that service. So we’re involved in an advisory capacity.” (C3)
Best Practices
Strategic and operative objectives of mobile technology: Internal auditors have to understand
n
why and how mobile technology is implemented so that the internal audit function can identify the
potential risks and necessary controls.
Alignment with relevant functions and creating a risk culture: Because mobile technology
n
(and especially mobile devices) are used for numerous purposes and in nearly all areas of an

Figure 4-7: Mobile Technology

Figure 4-7: Mobile Technology

organization, it is necessary to collaborate with other involved functions such as IT, corporate

security, etc. to align all activities and create a risk culture for mobile technology.

Robotic
Process Automation

Definition

Robotic process automation (RPA) is a type of automation that allows the user to design a “robot” or

“bot” that performs routine, systematic tasks. Bots essentially do the exact same steps that a human
would perform. They do not have “intelligence” like AI, although groups are working to build intelligent
process automation (IPA).
Survey Results
The quantitative answers to RPA are intriguing. Internal audit is not heavily involved in the decision to
implement RPA—55% indicate they had no involvement (see figure 4-8). Of all the innovations, RPA is
the one respondents believe they need to make the fewest changes. A full 45% of respondents said no
changes were needed in response to the RPA innovation in their organization. Also, internal auditors
are most confident in their preparation for RPA relative to all other innovations. This is likely because,
as described by a CAE from the financial industry, RPA could essentially be audited the same way these
activities were audited when executed by a human. The bigger concern s/he raised was that it is critical
that bad processes are not automated because, given the efficiency with which RPA can perform activi-
ties, mistakes can be exacerbated quickly.
Figure 4-8: Robotic Process Automation

Figure 4-8: Robotic Process Automation


Yet, internal auditors also believe they have not been very effective with auditing RPA in the past. This
combination of a relative lack of involvement, no perceived need to change for this technology, high
confidence in preparation, but low assessment of past effectiveness is puzzling. It seems like internal
auditors may either not fully understand what this change involves or else may be overconfident in their
abilities to perform well with it.
Insights
The qualitative responses shed little additional light on this issue. The respondents indicate that when
RPA is used in internal auditing, it is mostly used to automate tasks and controls related to the U.S.
Sarbanes-Oxley Act of 2002. They recognize that there are significant risks for a poorly designed bot—it
could be highly efficient at doing the wrong thing. The technology is powerful, as shown by case studies
that show incredible return on investment when properly implemented. For example, one business did
a trial run of using RPA by having an employee self-train and automate the process of rolling up the data
for 400 tax reporting entities into a single tax entity. The employee was able to build a bot for the pro-
cess. While the previous process took four people two weeks to complete, the bot did the entire roll-up
in less than 24 hours. Although the technology has tremendous potential for efficiency and effectiveness
gains (Cooper, Holderness, Sorenson, and Wood, 2019), as with all technologies, it can be misapplied
and create significant organizational problems.
The same risk exists when RPA is used throughout the organization. For example, as a CAE from the oil
and gas industry described:
“When we have a [bot or drone] collecting data, then we need to understand what is
happening. If everything is automated, there is a lot of risk around it, because as soon as
the bot or drone starts doing something wrong, it’s going to keep doing it wrong until we
catch it. That is the risk around bots in general. They are great because they don’t have
human error, but they also don’t have the human brain. Once they start doing something
wrong, they are going to keep doing it wrong until a human brain intervenes…
Our responsibility in audit is to understand the controls that are in place and to make
sure that the bot is functioning as designed. I really emphasize to our auditors that it is
important to bring our risk and control framework to these processes and realize that we
may not understand how the bot works. But, we do need to help the client identify the
risks and controls in place and if there is a control gap. Then we need to focus on testing
the controls and not the actual process.” (C4)
Best Practices
Recognize your limitations and focus on what you know: While some survey responses suggested
n
that auditors feel confident that they know enough about technology to perform an effective audit
of RPA, others cautioned against overreaching. Instead, as described above, auditors should focus
on what they know well—the risks and controls of the process—and not try to audit a technology
that they do not truly understand. When needed, seeking input and expertise from subject matter
experts or outsourcing aspects of RPA audits are appropriate alternatives.
Continuous Auditing
Definition
Continuous auditing is the application of computer technology to the audit such that tasks that were
previously performed manually and infrequently can be performed in an automated, real-time, or near-
real-time manner. Although there are numerous possible definitions (see also Eulerich and Kalinichenko,
2018, for a discussion), The IIA offers helpful guidance. As described by an IIA Global Technology Audit
Guide (GTAG), “Continuous auditing comprises ongoing risk and control assessments, enabled by tech-
nology and facilitated by a new audit paradigm that is shifting from periodic evaluations of risks and
controls based on a sample of transactions to ongoing evaluations based on a larger proportion of trans-
actions. Continuous auditing also includes the analysis of other data sources that can reveal outliers in
business systems, such as security levels, logging, incidents, unstructured data, and changes to IT config-
urations, application controls, and segregation of duty controls” (IIA, 2015).

The concept of continuous auditing is not new. In fact, internal auditors have been striving for continu-
ous auditing for decades. However, the emergence of sophisticated data analysis tools and the availabil-
ity of full populations of data make the execution of continuous auditing possible for more organizations.
As a result, for many survey respondents, continuous auditing represents an important innovation that
is changing the way they audit.
Continuous auditing involves ongoing risk and control assessments aided by technology-based audit
activities. It allows internal audit to have a more real-time view of the risks and controls in the organi-
zation. This allows internal audit to be more agile and respond to changes in risk or lack of control more
quickly. With more real-time monitoring and response, internal audit should be more apprised of risks
and thus better able to provide value by focusing audit attention where needed. Indeed, as described
in the related GTAG, continuous auditing should help the internal audit function revise the audit plan
such that it is more responsive to risk. One concern described by survey participants is that continuous
auditing can lull internal auditors into a false sense of security. If the continual checks are not properly

designed, or if internal auditors have a misunderstanding of the process, internal audit may believe con-
trols are effective when they are not.
Survey Results
Of all the innovations surveyed, internal audit was the most involved in this innovation, with only 7%
of respondents indicating they were not somehow involved in the implementation of continuous audit-
ing. Further, 86% of respondents indicated that implementing continuous auditing practices required
changes to the internal audit function. This is not surprising given that continuous auditing necessarily
involves a transformation of internal audit practices.
Somewhat surprisingly, survey respondents indicated that when continuous auditing practices were
implemented, the size of the internal audit function staff most often increased. In fact, this innovation
increased staff size more often than any other innovation measured. Finally, respondents reported that
they were relatively effective and prepared in implementing this innovation. Results can be seen in fig-
ure
4-9.
Figure 4-9: Continuous Auditing

Figure 4-9: Continuous Auditing


Figure 4-9: Continuous Auditing (cont.)

Insights

The qualitative responses to the survey reveal differences in opinions as to how continuous auditing

influences staff size. This is illustrated by the following two comments on the opposite ends of the spec-

trum:

“13 years ago it was decided internal audit would do the same [continuous] audits. Now

one director can oversee one staff auditor per location. This saved the company over 20K

per auditor and the entire salary of audit managers that we no longer have.”

Versus:
“[We] doubled the size of our staff to accommodate the additional workload.”
The difference is very likely in how continuous auditing is implemented from organization to organi-
zation. As one survey respondent noted, “If [implemented] incorrectly, [continuous auditing] can also
introduce unnecessary administrative burden, high numbers of false positive values, etc.” Whereas
another respondent noted that continuous auditing “if done right…is truly transformative.”
Best Practices
Close relationship with management: Having a close relationship with management should help
n
avoid duplication in continuous auditing and continuous monitoring done by various operational
units. Also, it was noted that a close relationship with management can increase the perceived

value of internal audit’s effort, resulting in greater buy-in from management. Indeed, as described
in the related GTAG, continuous auditing, if implemented effectively, should reduce overlap and the
associated “audit fatigue” felt by process owners who believe there is duplication of effort across
the three lines of defense.
Coordination with other governance functions. Because continuous auditing and continuous
n
monitoring also can be settled with functions of the second defense line, the coordination between
the governance functions and the clear assignment of responsibilities and tasks are of central
importance.
New Organizational Strategies
Definition
The “new organizational strategy” innovation relates to either the business or the internal audit function
implementing a new strategy, a new market, or a new business model.
Survey respondents described several risks that arise when organizations implement new strategies.
First, new strategy can cause change fatigue, reducing audit quality and increasing turnover. Several
respondents also noted that during implementation it is “difficult to audit moving targets.” The transition
can also be difficult as internal auditors have opinions about the strategy itself—indicating things like the
strategy is overly simplified, has an unrealistic implementation schedule, etc. Internal auditors report
struggling when the culture of the organization is that one should not disagree with top management
who designed the strategy.
Survey Results
Internal audit had the least participation in this innovation compared to all innovations. Indeed, respon-
dents said this was the biggest problem and their most important recommendation—“[internal auditors]
want to be involved in the strategy discussion,” stated one participant. Although wanting to be more
involved in the strategy decision, the data shows that internal auditors do not exude confidence regard-
ing their preparation or their effectiveness in response to new strategies. These results can be seen in
figure 4-10.

Figure 4-10: Organizational Strategy

Figure 4-10: Organizational Strategy

Insights

Academic research suggests that internal audit can be effective in helping with strategy. Specifically,

Jiang,
Messier, and Wood (2019) find that when internal audit is involved in strategy advisory or consult-
ing services, the organization has a higher return on assets. Academic research also suggests several rea-

why internal auditors may not have a seat at the table. First, research shows that external auditors
sons

and business professionals have a relatively negative perception of internal auditors (Burton, Starliper,

Summers,
and Wood, 2015; Bartlett, Kremin, Saunders, and Wood, 2016, 2017).

Furthermore, when internal auditors are perceived negatively, they add less value and are less persua-
sive in their communication (Eulerich, Kremin, Saunders, and Wood, 2019). Survey respondents echoed
these sentiments: “management does not see value in [internal audit]” and “internal audit is still strug-
gling to recover from being [perceived as] a ‘watch dog’ type [group].”
Best Practices
Educate senior management: Internal auditors need to be aware of how they are perceived and
n
be proactive in creating positive perceptions about their group. As one respondent recommends,
“Educate senior management on the role of internal audit. It is more than testing and reporting.”
Attend a diverse set of trainings: To be part of the conversation around strategy in an organization,
n
internal auditors need to have a broad set of skills. They should consider attending diverse trainings
to develop a holistic understanding of their business and industry.
Artificial Intelligence
Definition
AI is the use of computer programs to perform tasks that typically require human intelligence or judg-
ment. Examples of AI currently under development or in use at organizations in this research include
using chatbots for customer service, making product-buying recommendations, and performing actuar-
ial work.
AI has the potential to be as transformative to business as the internet has been over the past several
decades. Yet, AI is still in its infancy and there is a great deal to understand about its influence in orga-
nizations. In this vein, it is not surprising that one survey respondent indicated that internal auditors
are prone to overestimate their expertise and ability in this domain. Respondents indicate that under-
standing AI will take more work as there are steep learning curves to gain more than just a perfunctory
understanding of the technology. Indeed, one of the greatest risks identified of using AI is that individuals
may use some form of AI but not understand what the AI is actually doing. When a new scenario is intro-
duced, the concern is that the AI can be misapplied because of this lack of understanding.
Survey Results
Fourteen survey respondents (and three interviewees) indicated that their organizations are implement-
ing AI to some extent. As figure 4-11 shows, internal audit was relatively highly involved in the decisions
to implement AI, with nearly 80% of survey respondents indicating that internal audit was either gener-
ally involved in the implementation decision or vetted potential AI vendors.

Figure 4-11: Artificial Intelligence

Figure 4-11: Artificial Intelligence

Relative
to other innovations, respondents indicate that very little change has been needed (to date) to

respond to AI innovations within the organization (i.e., the second least amount of change of all inno-

vations). However, several respondents indicated this was the case because this innovation was still

new

and at a very early stage in their organizations; therefore, internal audit has not begun auditing AI
processes
in earnest. Also interesting is that media outlets often report that AI is going to replace jobs;
yet, respondents indicated an equal number of organizations that were going to increase or reduce staff

because of AI.

Finally, of all the innovations measured, respondents report that they are the least prepared and least

effective in the area of AI. This is likely due to the significant technological skills required to review and
understand the underlying code that is used to program the AI. Results are illustrated in figure 4-11.

Insights
When examining written responses from survey participants, several noted that they are concerned
about the “black box” nature of AI. That is, they are not sure if/how to audit the technology when they
cannot observe how the machine is making its decisions. They are also concerned with the performance
of the AI and the potential for largescale error if the machine learning is not accurate. For example,
chatbots are one AI technology that some firms are adopting. The purpose of a chatbot is to interact
with customers—generally to answer questions related to customer service. However, if the customer’s
questions are not phrased in a way that is recognizable to the chatbot, its response (or lack thereof) can
be nonsensical or insufficient, thus frustrating the customer. Customer dissatisfaction is often further
exacerbated upon realization that s/he is interacting with a bot and not a human.2
Best Practices
In preparing for this innovation:
Training: Internal auditors need training, and as one respondent described, internal auditors must
n
“understand the principles of AI, not just [recognize] the phrase as a buzzword.”
Understand the organizational plan for AI: Another respondent recommended that internal audit
n
functions get a road map for how process owners and executive management plan to roll out AI in
the future so internal auditors can prepare.
Regulatory Changes
Definition
Regulatory changes involve all requirements imposed on an entity by an external group such as a govern-
ment, funding source, stock exchange, etc. Respondents indicated that there is a very broad and diverse
set of regulatory changes that influence their organizations. As an example of this diversity, participants
cited regulatory changes by industries, including banks, government contractors, insurance, gaming, and
health care; by different levels of governments, including local, state, federal, and international govern-
ments; and by types of activities, including taxes, cybersecurity/privacy, financial reporting, and privacy
laws. As stated by one participant, “Regulatory rule changes on an ongoing basis every year. We just try
to adapt to whatever changes are expected of us.”
2 There have been a number of high-profile chatbot failures where chatbots provided insensitive, racist, or sexist responses
to questions such as Microsoft’s Tay, which can cause significant public relations problems for the organization.
There are several risks that respondents indicated were critical when responding to regulatory changes.
The most present on the minds of respondents is that failure to “get this right” can cause the business
to suffer fines, reputational damage, or even shutdowns. They also cautioned that there is a strong
tendency for individuals to want to go back to the more familiar “old” process. Change is also time-
consuming. As stated by one respondent, “The Internal Audit Department will need to review and revise
all the audit programs and other documentation used in order to implement the new regulatory changes.
This is going to be a lot of work.”
Survey Results
As seen in figure 4-12, internal auditors report that their response to regulatory changes are usu-
ally two-fold: to change the audit plan and to increase training. Indeed, this innovation required the
second-highest increase in training. Outsourcing/co-sourcing received the second-highest rating as well,
where respondents look to receive help from others for this innovation.
Given the constant nature of regulatory change and internal audit’s deep experience in this domain, it
is not surprising that internal auditors believe they are the most effective in responding to regulatory
change of all the innovations surveyed. They also believe they are prepared for this innovation, second
only to RPA. There seems to be confidence in internal audit’s ability to handle regulatory changes. As
stated by one participant, “Regulations change all the time. This is not something you need to ‘respond
to.’ You simply modify certain procedures, forms, etc.”

Insights
Most of the interviewees mentioned regulation as either the disruption they are facing or a factor that
will deeply impact the innovation they are considering. As a result, regulation is front and center in their
minds. In general, CAEs emphasized the importance of being knowledgeable about current and potential
regulations. Anticipating the risk and changes that will arise when a new regulation is established is key
to the internal audit function being seen as a trusted advisor and adding value to the organization.
Best Practices
Coordinate with the second line of defense: Participants suggested partnering with the second
n
line of defense or the compliance function is a key way to keep pace with regulatory changes.
For example, one respondent noted that “access to legal counsel and policy staff regarding the
regulation and how it was developed, implemented, and is being operated” is very helpful.

Figure 4-12: New Regulation

Figure 4-12: New Regulation

Digitalization

Definition

Digitalization is changing a business model by the use of digital technologies to provide new, value-

producing
opportunities.


As organizations become more digital, the tools and processes used to deliver products and services to
customers transform. With these changes there are new risks for organizations (and the internal audit
function) to consider. In particular, digitalization is associated with increased cybersecurity risks because
now key data and inputs are collected, recorded, stored, and processed electronically. Relatedly, there
are key risks related to the functionality of the technology itself. Technology failure or obsolescence can
have a major impact on operational performance or the value proposition of the organization. Digitaliza-
tion also (most likely) requires partnership with third-party vendors.
Survey Results
As seen in figure 4-13, internal auditors were highly involved in the decision to implement the technol-
ogy and in vetting/identifying vendors for digitization. Respondents indicated this innovation was their
second-highest involvement of those studied. More so than the other innovations, internal auditors
were consulted about the risks and controls that would be effected by digitalization. Digitalization also

Figure 4-13: Digitalization
Figure 4-13: Digitalization

Auditors’ Response to Disruptive Innovation
40 | Internal

commonly results in a change in staff skill mix and requires substantial training efforts. The internal
auditors also felt relatively unprepared for digitization (3rd least) and ineffective in their audit efforts
(2nd least). Clearly, this is an innovation that stretches internal auditors’ skillset and deserves significant
attention and preparation by internal audit before the organization implements it.
Respondents in the health-care industry were the most likely to undertake this innovation. Several
respondents indicated that their digitalization efforts focused on digitizing records (e.g., patient health
records). As such, internal auditors indicated risks related to data security, integrity, and privacy as crit-
ical risks to manage. Another respondent outside the health-care industry reported that a significant
challenge was managing the transition from the old way of doing business to the new way of doing
business. It was not as easy as flipping a switch. It required significant planning and effort to manage the
transition period.
Insights
One CAE described a recent digital transformation at his/her organization that changes the customer
experience. Essentially, the digital interface allows customers to interact with the organization’s system
in real time. For example, if a customer needs to change his address, once he enters it into the digital
application, the change has been (officially) made in the organization’s system (rather than through a
batch process, as is the case with a typical mainframe system).
One of the primary risks associated with such a digital transformation is execution risk. The resource
investment required for a project like this is really high and the product development time is consider-
able. So, while the payoff will be very high, the organization has to work efficiently to execute its digital
products. If it does not, its competitor will. “If we don’t get this right, we actually become exposed to
new—new entrants to the market, disruptors that can do digital things really fast.”
This CAE continued to explain internal audit’s role in this innovation:
“We do a lot of advisory work on it up front. We’ll do risk assessment work with [the
appropriate department]. And then as they get closer to implementation, we’ll start doing
pre-implementation audit work. [Reviewing the process to determine whether they are]
doing the right testing and have good triggers for go/no-go decisions. And whether there
are red flags to watch for. Just your typical pre-implementation audit work.” (C11)
A different CAE from the financial industry also pointed out that with increasing digitalization, customer
transactions that previously would have had a physical audit trail now only have a digital imprint. So
now there is increased risk around cybersecurity and maintaining system security because all of the
information about transactions is now sitting on storage devices and the cloud instead of in a paper file
somewhere. S/he continues:
“I think one of the things for internal audit is to really understand, you know, what levels
of protection do you need when you’re dealing in the internet of things, and then how do
you audit and make sure that your cybersecurity and all of your technology protections
are in place?” (C7)
Best Practices
Hiring the right (technology-focused) skillset: As organizations move to digitalize their operations, it
n
becomes more critical that the internal audit staff have the appropriate technical acumen and IT risk
knowledge. As a CAE for a governmental agency described when asked how s/he can best prepare
for these challenges, “I’ll continue to push the envelope on more skills around data analytics,
around knowledge of mobile risks, cybersecurity risks, other technology-driven risks.” (C3)
Invest in your people: Innovation (like digitalization) requires a flexible, agile internal audit
n
workforce. CAEs also recommend really investing in the existing audit staff by increasing targeted
training and working to make them true experts in the field. Specific training/skills described include
cybersecurity and network security. While this may make the internal auditors targets for other jobs
within and outside the organization, it should still be the goal of the internal audit function to truly
invest in its people.

Chapter 5
Overall Best Practices
Review of interview and survey data reveals several important themes or best practices to help the inter-
nal audit function effectively respond to innovation within the organization.
1. Have a Seat at the Table
The single most common and important piece of advice given by interviewed CAEs was to ensure
that the internal audit function is informed about all innovations very early in the process. Ideally,
this means the head of internal audit should have a seat at the table during the innovation decision.
Of course, all CAEs were careful to specify that the internal auditors should be present when the
innovation decisions were being made, but should not be involved in a manner that violates inde-
pendence and objectivity standards. Instead, they should be called upon to help the organization
identify the new risks and potential control activities that would be necessary if the innovation were
implemented. Relatedly, they can help vet potential vendors.
By having a seat at the table, internal auditors can provide critical risk and control information that
can help the organization make wise innovation decisions that are more likely to be successful. Fur-
ther, an additional benefit of their early involvement is that they will be informed of the innovation
before it is implemented. This allows them to prepare—perhaps by hiring auditors with the requisite
skillset, engaging in innovation-specific training, and/or adding the innovation to the audit plan.
Without this early notice of a major change coming down the pike, internal audit is stuck in a reac-
tionary mode, sometimes not even becoming involved until something goes wrong.
2. Effective Communication
The second-best practice described is to ensure effective communication between the internal audit
function and other organizational personnel involved in the innovation (e.g., senior management or
the functional manager responsible for the innovation). This effective communication can start with
internal audit having a seat at the table as described previously, but it should also continue through-
out the process. Innovation-specific successes and failures should be communicated to internal audi-
tors so that they can adjust their audit plan accordingly and review or provide assurance on innova-
tion activities in a timely manner.
Overall Best Practices | 43
When it comes to innovation, a common piece of advice given throughout the business world is to
“fail fast.” If a new process, technology, or product is not going to work, it is better for the organiza-
tion to figure that out quickly and cut its losses—possibly before the problem grows out of control—
or it faces significant reputational and market effects. Communicating with internal audit throughout
the innovation implementation and process should increase the likelihood that the internal audit
function will be able to perform more timely assessments and provide meaningful recommenda-
tions to management about the innovative new practice.
3. Strong Governance
While “strong governance” seems like an obvious best practice for all organizations, it becomes even
more critical in organizations that are encouraging innovation. Several interviewees described situ-
ations at their companies where individual people, divisions, or business units were innovating on
their own without adhering to an organization-wide strategy or policy on innovation governance.
As a result, 1) the internal audit function was not always informed about innovations that were
implemented until it was too late to provide guidance, 2) similar but different innovations were
implemented across the organization, making comparison and evaluation nearly impossible, and 3)
innovations such as sophisticated data analytics were performed in such a way that data integrity
could not be confirmed or data access policies were violated. In each of these cases, the lack of a
strong, coherent governance structure put the organization at significant risk, which could have been
avoided with effective forethought, governance development, and meaningful communication.
4. Role in ERM
Again related to ensuring that the internal audit function is knowledgeable about any and all inno-
vations being discussed and implemented, CAEs interviewed recommended that the internal audit
function have some involvement in ERM. To some extent, this involvement could substitute for inter-
nal audit having a seat at the table because, assuming that the ERM function is included in the inno-
vation discussions, internal audit would also be informed due to its ERM role. But, in general, this
recommendation highlights the importance of internal auditors being knowledgeable about all orga-
nizational risks early enough that they can prepare to address them in an audit capacity as needed.
5. The Internal Audit Function Should Be an Innovator Itself
The internal audit function should be a leader in the organization. This means that it should also be
working to innovate its practices so that they are more effective and more likely to add value to the
organization. Further, as experts in risk, the organization should be able to rely on internal audit to
be aware of the innovations and disruptions affecting other organizations in the industry and area.
Through involvement in professional organizations, attendance at meetings, and broad training and

development, internal auditors should be knowledgeable about the changes that might be coming
even before the organization begins its exploration.
As a result, a variety of the innovations affecting organizations on a broad level could also affect the
internal audit function specifically. Practices such as data analytics, robotics, AI, agile, and drone
technology could be used in internal audit long before the organization considers implementing
them. As such, the organization could look to internal audit for training and insight. Indeed, when
discussing data analytics specifically, many internal auditors have been using data analytics for a
longer time and to a greater extent than back-office functions like finance and accounting. The orga-
nization can then look to the internal audit function for help, staffing, and expertise. While it may
cause short-term staffing difficulties if the organization hires data analytics experts out of the inter-
nal audit function, the long-term benefit of being seen as a source of skill and leadership is well
worth that cost.
Also, many internal audit functions suffer from the image of “watch dogs” or being primarily back-
ward looking. As an organization innovates, it would not be surprising that they would not seek
guidance from a division that is not perceived to be particularly cutting edge or innovative itself. By
innovating within the internal audit function, internal auditors can signal that they have the right
expertise and their input is helpful—no—critical when the organization is making innovation deci-
sions.
6. Cultivate the Right Skillset
As the organization innovates, whether the internal auditors are called upon for insight up front or
for assurance services once the innovation has been implemented, it is important that they have the
right skillset to meet the needs of the organization. Of course, given the highly technical nature of
many of the innovations that organizations are currently implementing, technical savvy and IT know-
how are increasingly important. However, potentially more important is for internal auditors to be
intellectually curious, flexible, and willing to learn about the new practices and technologies that
come with the innovation. Eagerness and the ability to learn quickly are critical. Today’s environment
is fast-paced and exciting. Internal auditors need to embrace the challenge of addressing new risk!
Overall Best Practices | 45

Chapter 6
Conclusion
Today, innovations and disruptive strategies are part of state-of-the-art organizations and stand as a sym-
bol of strength and success. However, when organizations innovate, it means that management, boards
of directors, and audit committees need new information to fulfill their responsibilities and internal
audit must understand and provide assurance over new (disruptive) audit objectives.
Technology and management practices are changing at lightning speeds and organizations require ade-
quate risk coverage and knowledge of potential risks. The internal audit function must be aware of its
role in supporting the entire organization with regard to technological changes so that stakeholders
receive information about innovation and disruptive threats timely and the risk of inaction is minimized.
Ideally, the internal audit function would assess the risks of potential innovations so early and proactively
that the organization could use these insights to inform the innovation decision, thereby protecting the
organization from making a poor decision. Unfortunately, such a priori risk assessments of innovations
are difficult to execute and may be more akin to looking into a crystal ball than a systematic and struc-
tured auditing process. Nevertheless, the organization and, in particular, the internal audit function must
establish a system or process to promptly identify risks related to innovations within the organization.
In other words, a good internal audit function should ensure that the innovation strategies and changes
fit into the organization and the respective risk appetite. For this reason, close cooperation and commu-
nication among management, the executive board, and the audit committee is necessary and should
inform internal audit’s audit plan.
The most innovative organizations are using existing and new technologies to evolve in unprecedented
ways, which can even redefine competition across multiple industries. As a result, innovation changes
not just one business unit but entire organizations, often across industries. Internal audit should take
this opportunity to give its stakeholders independent insight and evaluative foresight. Because of its
organization-wide activities, internal audit offers an extremely valuable perspective for addressing inno-
vation and creating added value in an innovative environment through its assurance and advisory activ-
ities. Thus, the internal audit function can do much more, for example, by examining innovations at an
early stage or auditing activities geared to the organization’s innovative processes and business models.
Conclusion | 47
Although internal audit is an ideal contact to support the organization in innovative processes, not least
because of its experience in reviewing processes and risks, not every internal audit function is involved
in the innovation process. Internal audit is thus faced with the challenge of strengthening its image as a
competent partner of management and creating an awareness of the fact that it can generate additional
added value if it is informed of changes at early stages of the innovation process. The goal for internal
audit is to be involved in assessing and uncovering risks and weaknesses before innovations are imple-
mented. However, this also applies from the perspective of the internal audit function itself. Only when
the internal audit function is prepared to face the innovative processes and, if necessary, adapt its own
approaches can it unfold its full potential against this background.
The lack of awareness on the part of management as an obstacle to better preparation of the internal
audit function for dealing with innovations was viewed quite critically by the participants. However, the
internal auditors not only reflect on how they are perceived by other stakeholders but also on the poten-
tial for improvement in the audit departments themselves. According to the participants in this study, the
future of internal auditing will be shaped by closing knowledge gaps through innovation-specific training
or the recruitment of specialists, especially IT experts. These approaches are key factors for success.
Interestingly, some of the internal auditors in this study state that they are better prepared to react to
future innovations and changes than to innovations already introduced in the organization. Although
The IIA’s International Professional Practices Framework (IPPF) states that the internal audit function
should be future-oriented and proactive, the question arises as to whether these statements are realistic
with regard to future changes in the organization, especially since disruptive technologies, the dynamic
environment, and a high level of uncertainty characterize the future of many organizations. While the
preparation for future innovations is of enormous importance, internal audit’s ability to react to cur-
rently relevant and recently introduced innovations should not be considered less important. The pres-
ent results therefore invite reflection on the current strengths and weaknesses of internal audit.
It is important that innovations be more than “buzzwords”—they must be conscientiously implemented

and monitored. Ultimately, internal audit is challenged to identify and understand both the risks and the
opportunities to support the new technologies introduced in the organization. It also must have enough
critical knowledge and skills to effectively manage innovation, both as an audit objective and to support
its own work in the internal audit function. In the context of innovation, internal auditors can create
additional added value if they openly and proactively addresses the new issues. As trusted advisors, they
create trust and an understanding of risk and ideally identify further potential room for improvement.
As a provider of independent and objective assurance and consulting services, the internal audit function
may not be the “spearhead” of innovation in an organization. But, by providing a critical examination
of innovations and innovative approaches, it can further hone its skills and reputation as a value-added
function. An important goal to motivate internal auditors should be that the internal audit function is
perceived in the long term as a future-oriented supporter of the organization.

Appendix A
Detailed Participant Information
Interview Participants
Semi-structured interviews were conducted with 11 CAEs (or internal audit directors) over the course
of three weeks. Table A-1 provides basic demographic information about each interviewee. These CAEs
come from a diverse set of organizations. All are headquartered in North America (and their internal
audit functions are operating out of North America), but five of the organizations have global operations.
The size and scope of the internal audit operations at these organizations vary as well. However, each is
an active member of The IIA and these CAEs and their organizations are recognized as having effective
internal audit functions. Indeed, each described their relationship with management and operations
personnel as more of a trusted advisor than a watchdog. Therefore, we look to these CAEs to provide
best practice recommendations and lessons learned that can be helpful to other internal auditors and
their organizations.
Table A-1: Interviewee Demographics and Identified Innovations
Company Geographic Fortune IA

Industry Interviewee Role Public/Private
Identifier Scope Ranking Size
C1 Automotive CAE and CRO North America Public Fortune 500 9
C2 Retail VP of IA and ERM North America Public Fortune 1000 8
Quasi-
C3 Transportation CAE Local N/A 16
Governmental
Director of Audit
C4 Energy Global Public Fortune 100 25
Services
C5 Food and Bev. CAE Global Public Fortune 100 95
C6 Governmental CAE Local Governmental N/A 13
C7 Financial VP and CAE North America Public Fortune 500 175
C8 Manufacturing CAE Global Public Fortune 500 29
Detailed Participant Information | 49

Table A-1: Interviewee Demographics and Identified Innovations (cont.)
Company Geographic Fortune IA

Industry Interviewee Role Public/Private
Identifier Scope Ranking Size
C9 Energy VP and CAE North America Public Fortune 500 57
C10 Medical VP of Internal Audit Global Public Fortune 100 30
Senior VP of
C11 Financial Global Public Fortune 500 50
Internal Audit
Survey Participants
As shown in figure A-1, CAEs made up the largest percentage of our responses (approximately 30%).3
Accordingly, respondents were quite experienced with a median of 25 years of general work experience
and a median of 11 years of internal audit experience. Approximately 16% of respondents are Certified
Internal Auditors (CIAs), 30% hold a Certified Public Accountant (CPA) license, and 53% hold various
other certifications.

Figure A-1: Survey Respondent Rank
Figure A-1: Survey Respondent Rank

3
We note that the 10% of “other” respondents hold a wide variety of titles. Respondents usually indicated “other” if they
had a more descriptive title than the ones presented in table 3-2. For example, respondents indicated they were internal
auditor data analytics managers, IT auditors, governmental auditors with different titles than those presented (e.g., audit

officer), or over specific programs like ERM.
!$

$

Respondents represent a wide variety of organizations. The median sales revenue of organizations rep-
resented was approximately $1.8 billion (ranging from $50,000 to over $100 billion). As shown in figure
A-2, there is considerable variation in the geographic scope of respondents’ organizations. Similarly, the
sample is diverse in that 32% of the sample are from public companies, 30% from government entities,
16% from private companies, and 13% from nonprofit entities (with the remaining respondents indicat-
ing they come from other types of entities).
Figure A-2: Geographic Operating Scope of Survey Respondents

Figure A-2: Geographic Operating Scope of Survey Respondents

The respondents

also operate in 20 different industry groupings, with many indicating they operate in
several

industries. The industries with greatest representation include finance and insurance (16% of
the sample),
health care and social assistance (12% of the sample), and public administration (9% of the
The four least-represented industries were accommodation and food services, management of
sample).
and enterprises (each less than 1% of the sample), wholesale trade and administrative, and
companies

support and waste management and remediation services (each 1% of the sample). Such diversity in our

sample

is important as it allows us to obtain insights, perspectives, and experiences from internal audi-
tors with
a wide range of experience with different organizational innovations and disruptions.

Finally,

we provide a few statistics about the internal audit functions of respondents. The average

respondent comes from an internal audit function with a median number of 18 employees—again

ranging widely from one person to more than 1,500. On average, the respondents “somewhat agreed”
(average score of 4.3 on a seven-point agree/disagree scale) that the current internal audit staff size

was appropriate for its responsibilities. The respondents indicated that the median amount of their
budget that they outsourced/co-sourced was 9% (ranging from 0% to 85%). Below are four figures that
describe the:
1. Percentage of work dedicated to different types of tasks,

2. Maturity of the internal audit function,
3. Operating procedures of the internal audit function, and
4. Responsibilities of the internal audit function regarding ERM.
Each of these figures provides some insight into the maturity, structure, and responsibilities of the inter-
nal audit functions represented in our study. Overall, the respondents represent a diverse set of organi-
zations in North America.
Results shown in figure A-3 indicate that the participating internal audit functions generally have a stron-
ger focus on operational audit activities, followed by compliance audits, IT audits, financial audits, and
consulting projects. This reflects the typical scope of internal audit functions and the results of the prior
Common Body of Knowledge (CBOK) study (e.g., CBOK, 2011; CBOK, 2014).

Figure A-3: Average Percentage of Audit Hours Spent on Various Activities
Figure A-3: Average Percentage of Audit Hours Spent on Various Activities

52

| Internal Auditors’ Response to Disruptive Innovation
"%

We asked survey participants to classify their internal audit function maturity based on the Internal
Audit Capability Model (IA-CM), which establishes a systematic basis for describing the current state of
the function (e.g., IIA, 2009). As shown in figure A-4, 80% of our respondents are from internal audit
functions that are at least at the performing/integrated stage of maturity. At these stages, internal audit

processes and methodologies are defined and consistently executed.
Figure A-4: Internal Audit Function Maturity of Survey Respondents

Figure A-4: Internal Audit Function Maturity of Survey Respondents

Consistent
with the relatively more mature internal audit functions, figure A-5, page 54 shows that the
majority of our respondents have documented internal
!
audit procedures, as well as processes and con-

trols
for monitoring the effectiveness of those procedures. Again, we expect that internal audit functions
'*
that are well-managed and controlled are likely to address organizational change more effectively and

are
!
thus appropriate for this study.

The$&*
extent to which organizations employ formal ERM processes can vary greatly. Similarly, for those

organizations that have formal ERM processes, there is wide variation as to how they are managed and
!

facilitated. In some organizations, ERM is owned by the internal audit function. In others, internal audit

may

be involved by performing the risk assessments or engaging in intense communication with the
ERM
owners. Alternatively, in some organizations, ERM processes may be done by a completely separate
%%* onal division with little to no involvement on the part of internal audit (Christ and Ricci, 2015).
organizati

Through our interviews, we identified the internal audit function’s formal involvement in the ERM pro-
!

cesses as an important factor (or best practice) for facilitating effective responses to innovation.

%#*

Figure A-5: Internal Audit Function’s Operating Procedures

Figure A-5: Internal Audit Function’s Operating Procedures

As shown in figure A-6, 29% of the participating internal audit functions indicated that ERM practices

in
their organization were managed and conducted separately from internal audit. Of the respondents,
26%
indicated
that the internal audit function is well-informed of ERM activities and engages in intense
communication
with the ERM owner. Of the participating internal audit functions, 12% own the ERM and
9%
perform the risk assessment used for the ERM. Although there is some debate regarding whether

ownership of ERM processes within the internal audit function is a violation of the Three Lines of Defense

model (IIA, 2013) supported by The IIA, many internal audit functions can effectively perform both ERM

and internal audit practices by implementing control measures to maintain independence (Christ and

Ricci,
2015).

In total, the sample obtained provides a diverse view of internal audit functions across North America

and
thus is suitable for a detailed study of how internal audit functions respond to innovations in their
organizations.


Figure
FigureA-6:
A-6:ERM
ERMResponsibilities
Responsibilities

Figure A-6: ERM Responsibilities

!!
!!
#$*
#$*

!

!
!

!
#%*
#%*

!
!
!
!
'*
'*

!

!
$&*
$&*

!

!
!

!
$'*
$'*

'*
'*


References
Anderson, U., M. H. Christ, K. Johnstone, and L. Rittenberg. 2012. A Post-SOX Examination of Factors
Associated with the Size of Internal Audit Departments. Accounting Horizons 26(2): 167–191.
Anderson, S. W., M. H. Christ, H. Dekker, and K. Sedatole. 2014. The Use of Management Controls to Mit-
igate Risk in Strategic Alliances: Field and Survey Evidence. Journal of Management Accounting Research
26(1): 1–32.
Bartlett, G. D., J. Kremin, K. Saunders, and D. A. Wood. 2016. Attracting applicants for in-house and out-
sourced internal audit positions: Views from external auditors. Accounting Horizons, 30 (1): 143–156.
DOI: 10.2308/acch-51309.
Bartlett, G. D., J. Kremin, K. Saunders, and D. A. Wood. 2017. Factors influencing recruitment of non-
accounting business professionals into internal auditing. Behavioral Research in Accounting, 29 (1): 119–
130. DOI: 10.2308/bria-51643.
Burton, F. G., M. Starliper, S. L. Summers, and D. A. Wood. 2015. The effects of using the internal audit
function as a management training ground or as a consulting services provider in enhancing the recruit-
ment of internal auditors. Accounting Horizons, 29 (1): 115–140. DOI: 10.2308/acch-50925.
Christ, M. H., and M. A. Ricci. 2015. The Evolving Role of the CAE: Taking on Compliance and ERM. Lake
Mary, FL: Internal Audit Foundation.
Cooper, L. A., D. K. Holderness, T. Sorensen, and D. A. Wood. 2019. Robotic process automation in public
accounting. (Working Paper)
Eulerich, M. and A. Kalinichenko. 2018. The Current State and Future Directions of Continuous Auditing
Research: An Analysis of the Existing Literature. Journal of Information Systems: 32 (3): 31–51. https://
doi.org/10.2308/isys-51813
Eulerich, M., J. Kremin, K. K. Saunders, and D. A. Wood. 2019. Internal audit stigma awareness and inter-
nal audit outcomes. (Working Paper)
Frey, C. B., and M. A. Osborne. 2017. The future of employment: how susceptible are jobs to computer-
isation? Technological forecasting and social change, 114, 254–280.
Internal Audit Capability Model (IA-CM). 2009. Lake Mary, FL: The Institute of Internal Auditors.
References | 57
The Three Lines of Defense in Effective Risk Management and Control. 2013. Lake Mary, FL: The Institute
of Internal Auditors.
GTAG: Continuous Auditing: Coordinating Continuous Auditing and Monitoring to Provide Continuous
Assurance. 2015. Lake Mary, FL: The Institute of Internal Auditors.

Internal Audit Foundation
Sponsor Recognition
STRATEGIC PARTNERS
FOUNDATION PARTNERS
Larry Harrington
CIA, QIAL, CRMA
DIAMOND PARTNERS (US $25,000+)
Internal Audit Foundation Sponsor Recognition | 59

GOLD PARTNERS (US $5,000–$14,999)
Natarajan Girija
Shankar, CIA
Paul J. Sobel,
CIA, CRMA, QIAL

Leadership Society Members
Eric Allegakoen, CIA, CCSA, CRMA Brian Foster, CIA
Doug Anderson, CIA, CRMA Michael J. Fucilli,
Urton Anderson, CIA, QIAL, CGAP, CRMA
CIA, CCSA, CFSA, CGAP, CRMA Steve Goepfert, CIA, QIAL, CRMA
Narendra Kumar Aneja, CIA, CRMA Nancy Haig, CIA, CCSA, CFSA, CRMA
Farah G. Araj, CIA, QIAL Lawrence J. Harrington,
Audley Bell, CIA CIA, QIAL, CRMA
Lily Bi, CIA, QIAL, CRMA Lisa Hartkopf
Ben Bouchillon, CCSA Eric Hespenheide
Karen Brady, CIA, CRMA Glenn Ho, CIA, CRMA
Judith K. Burke, CCSA Pamela Jenkins, CIA, CRMA
Mark Carawan, CIA, QIAL Bailey Jordan, CIA, CRMA
Raven Catlin, CIA, CFSA, CRMA Mike Joyce, CIA, CRMA
Richard F. Chambers, Tina Kim, CIA, CGAP, CRMA

CIA, QIAL, CCSA, CGAP, CRMA Deborah Kretchmar, CIA
Angelina Chin, CIA, CCSA, CRMA Michael J. Lynn, CRMA
Brian Christensen Betty McPhilimy, CIA, CRMA
Daniel Clayton, CIA Raoul Menes, CIA, CCSA, CRMA
Ann Cohen William (Bill) Michalisin
Andrew Dahle, CIA, CRMA Patricia Miller, CIA, QIAL, CRMA
Gary Daugherty, CIA James A. Molzahn, CIA, CRMA
Scott Feltner, CIA Naohiro Mouri, CIA
Philip E. Flora, CIA, CCSA Karla Munden,
CIA, QIAL, CCSA, CFSA, CRMA
Internal Audit Foundation Leadership Society Members | 61
Michael Newman, CIA Harold C. Silverman, CIA, QIAL, CRMA
Frank M. O’Brien, CIA, QIAL Paul J. Sobel, CIA, QIAL, CRMA
Carey Oven, CIA Jared Soileau, CIA, CCSA, CRMA,
J. Michael (Mike) Peppers, CIA, QIAL, CRMA and Laura Soileau, CIA, CRMA
Cynthia G. Plamondon, Tania Stegemann, CIA, CCSA, CRMA

CIA, QIAL, CCSA, CFSA, CGAP, CRMA Warren Stippich, CIA, CRMA
Charles Redding Carrie Summerlin, CCSA
Anthony Ridley, CIA Gerard Totton, CIA, QIAL
Michael P. Rose, CIA, CCSA, CRMA Bonnie L. Ulmer
Debra Roth, CIA Dominique Vincenti, CIA, CRMA
Stanley Rubins Jacqueline Wagner, CIA
Mark Salamasick, CIA, CGAP, CRMA Angela Witzany, CIA, QIAL, CRMA
Thomas Sanglier II, CIA, CRMA Charles Wright, CIA
Kimberly Schroeder, CIA Benito Ybarra, CIA
N.G. Shankar, CIA Douglas Ziegenfuss, CIA, CCSA, CRMA
Alan N. Siegfried,
CIA, CCSA, CFSA, CGAP, CRMA

Board of Trustees
PRESIDENT
Michael J. Fucilli, CIA, CGAP, CRMA, QIAL, Metropolitan Transportation Authority
VICE PRESIDENT-STRATEGY
Brian P. Christensen, Protiviti Inc.
VICE PRESIDENT-RESEARCH AND EDUCATION

Tania Stegemann, CIA, CCSA, CRMA, Catholic Professional Standards Limited (CPSL)
VICE PRESIDENT-DEVELOPMENT
Carey L. Oven, CIA, Deloitte & Touche LLP
TREASURER
Warren W. Stippich Jr., CIA, CRMA, Grant Thornton LLP, Chicago
SECRETARY
Deborah F. Kretchmar, CIA, LPL Financial
STAFF LIAISON
Carrie Summerlin, CCSA, Internal Audit Foundation
MEMBERS
Kevin L. Cantrell, CIA, Plains All American Pipeline
Stephen D. Goepfert, CIA, CRMA, QIAL
Ulrich Hahn, CIA, CCSA, CGAP, CRMA
Lisa Hartkopf, Ernst & Young LLP
Steven E. Jameson, CIA, CCSA, CFSA, CRMA, Community Trust Bank
Pamela Short Jenkins, CIA, CRMA, Fossil, Inc.
Internal Audit Foundation Board of Trustees | 63

Tow Toon Lim, CRMA, DSO National Laboratories
James A. Molzahn, CIA, CRMA, Sedgwick, Inc.
Frank M. O’Brien, CIA, QIAL, Olin Corporation
Sakiko Sakai, CIA, CCSA, CFSA, CRMA, Infinity Consulting
Anton Van Wyk, CIA, CRMA, QIAL, PricewaterhouseCoopers LLP
Yi Hsin Wang, CIA, CGAP, CRMA, National Taipei University
Ana Cristina Zambrano Preciado, CIA, CCSA, CRMA, IIA–Colombia

Committee of Research and Education Advisors
CHAIRMAN
Tania Stegemann, CIA, CCSA, CRMA,
Catholic Professional Standards Limited (CPSL)
VICE CHAIRMAN
Angelina K. Y. Chin, CIA, CCSA, CRMA
STAFF LIAISON
Erika Beard,
MEMBERS
James A. Alexander, CIA, Unitus Community Credit Union
Karen Begelfer, CIA, CRMA, Sprint Corporation
Subramanian Bhaskar, IIA–India
Despoina Chatzaga, CIA, CCSA, CFSA, Exiger Limited
Jiin-Feng Chen, PhD, CIA
Margaret Heim Christ, CIA, University of Georgia
Daniel Clayton, CIA, University of Texas System
Roslyn Y. Dahl, CIA, Westfield Group
Ozgur Baris Ekici, CIA, Eaton Corporation
Urban Eklund, CIA, CRMA, Ericsson
Carolyn Ferguson, Trellis Company
Nelson Gibbs, CIA, CRMA, East West Bank
Kivilcim Gunbatti, Ziraat Bank
Judy Gunther, CIA, CRMA
Internal Audit Foundation Committee of Research and Education Advisors | 65

Yulia Gurman, CIA, Packaging Corporation of America
Beatrice Ki-Zerbo, CIA, ifaci, Paris, France
Mani Massoomi, CFSA, CRMA, SoFi
Joseph A. Mauriello, CIA, CFSA, CRMA, University of Texas at Dallas
Mark J. Pearson, CIA
Sundaresan Rajeswar, CIA, CCSA, CFSA, CGAP, CRMA, Teyseer Group of Companies
Bismark Rodriguez, CIA, CCSA, CFSA, CRMA, Financial Services Risk Management
Hesham K. Shawa, IIA Jordon – International
Deanna F. Sullivan, CIA, CRMA, SullivanSolutions
Jason Robert Thogmartin, CIA, CRMA, Santander Holdings USA, Inc.
Ashley R. Threeton, ConocoPhillips
Adriana Beatriz Toscano Rodriguez, CIA, CRMA, UTE
Jane Traub, CIA, CCSA, The Nielsen Company
Maritza Villanueva, CIA, Regal Forest Holding
Paul L. Walker, St. John’s University
Larry G. Wallis, CIA, VIA Metropolitan Transit
Chance R. Watson, CIA, CRMA, Texas Department of Family & Protective Services
Klaas J. Westerling, CIA, Intertrust Group Holding S.A.

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Internal Auditors’ Response

Margaret H. Christ, PhD, CIA

Margaret H. Christ, PhD, CIA

Marc Eulerich, PhD

David A. Wood, PhD

Published by the Internal Audit Foundation

Chapter 2: Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Chapter 3: Current Innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Chapter 4: Innovation-Specific Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Chapter 5: Overall Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Appendix A: Detailed Participant Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Internal Audit Foundation Sponsor Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

iv | Internal Auditors’ Response to Disruptive Innovation

What innovations and disruptions are organizations currently implementing?

1. Have a seat at the table.

vi | Internal Auditors’ Response to Disruptive Innovation

About the Authors | ix

x | Internal Auditors’ Response to Disruptive Innovation

2 | Internal Auditors’ Response to Disruptive Innovation

4 | Internal Auditors’ Response to Disruptive Innovation

Table 3-1: Innovations Identified Through Interviews

Current Innovationsa Percent Reporting

Corporate Strategy Changes 64%

Robotic Process Automation 55%

Data Analytics 45%

Cloud Computing 36%

Mobile Tech 27%

Artificial Intelligence/Machine Learning 18%

Regulatory Changes 18%

Table 3-2: Most Frequently Identified Innovations from the Survey

IT-enabled data analysis techniques used to

Using remote servers hosted on the inter-

Approach to project management involving

Using cellular technology to connect

Automation that allows the user to design

Using automated methods to perform audit

6 | Internal Auditors’ Response to Disruptive Innovation

Processes that use intelligent machines to

A wide range of regulatory changes were

Conversion of text, pictures, sound, etc.,

Various, including drones, blockchain, driv-

Internal Audit’s Response to Innovation in General

Internal Audit’s Involvement in the Decision to Innovate

Internal Audit’s Response to Innovation and Disruptions

10 | Internal Auditors’ Response to Disruptive Innovation

General Response to Innovation

12 | Internal Auditors’ Response to Disruptive Innovation

16 | Internal Auditors’ Response to Disruptive Innovation

Effects on the Organization/Risks

18 | Internal Auditors’ Response to Disruptive Innovation

Effects on the Organization/Risks

20 | Internal Auditors’ Response to Disruptive Innovation

Evaluate controls: In addition to the standard evaluation of internal controls surrounding

Effects on the Organization/Risks

24 | Internal Auditors’ Response to Disruptive Innovation

Open communication: Respondents overwhelmingly reported the need to have open

Effects on the Organization/Risks

26 | Internal Auditors’ Response to Disruptive Innovation

Effects on the Organization/Risks

audit procedures, as well as processes and con-