Learn lessons on adaptive working, shifting to global views on risk, and creating opportunities to innovate current risk mitigation practices.
Get answers to your questions on how your risk management strategies should evolve to prepare your organization for the future, post-pandemic.
Understand how internal audit is adapting to the demands of today and the unknowns of tomorrow – includes lessons on aligning internal audit to business objectives, smarter use of technology, and building connections with people.
While you have settled into a temporary state of normal during the pandemic ─ adjusting to disrupted risk evaluations, revising mitigation plans, and embracing new forms of communication ─ you still need to plan how to adjust for the future normal in risk management. Read our five predictions on the future of risk management.
Five predictions on the future of audit activities. Will they hold true? Following each prediction is a series of actions the internal audit function can take to evolve and become a more strategic leader in the business.
What are you doing to enhance the value of the internal audit function in the new “normal”? How can we keep enhancing internal audit maturity? As promised here are the questions & answers from our latest webinar, How Internal Audit Adjusts for Tomorrow.
PART 2: We’re back with more questions & answers around managing vendors during the COVID-19 pandemic. Get all the answers to questions asked during our recent webinar, Supply Chains in Crisis.
Are you frantically trying to manage your supply chain during the COVID-19 pandemic? How do you keep trust and collaboration with suppliers under diminished cash flow conditions? Get the answer to this and other highly-asked questions.
The GRC software market has several different sections, ranging from full-fledged integrated GRC platforms to specific point solutions, and each of these can help a company deal with many different problems or tasks. The joining point of all of these different products is that they help answer the questions that the caveman asked eons ago: “How best to manage risk?” and “How best to integrate these risk management solutions into a productive business model while maintaining corporate integrity at the highest regulatory levels (direct translations from cavemen are rarely this coherent)?”
I am what you might call a late bloomer. It took a while, but I finally feel like I’m coming into my own with this whole “being a professional” thing. I share this because in my early days as an internal auditor I didn’t really grasp the concept of why we were doing what we did, let alone how we were helping drive a risk-focused culture in our organization.
For those who aren’t aware, NIST is the National Institute of Standards and Technology, a non-regulatory agency of the U.S. Commerce Department. NIST develops and issues standards, guidelines and other documents to encourage and assist federal agencies and the private sector in implementing these standards.
I have always had a fondness for risk management; in my career, there have been many times where I have argued against something because it was too risky, at least in my eyes. Governance and compliance always seemed to be burdens to me, and to be completely honest, I was fairly prejudice against them. With compliance, I could see the benefit from a societal level, but at a certain point I viewed it as checking off proverbial boxes.