De Internal Audit Functie In een disruptieve organisatie. PwC s Digital Services

Transcription

1 De Internal Audit Functie In een disruptieve organisatie PwC s Digital Services

2 What is disruption? How to create significant value? The impact of emerging technologies on Internal Audit Actions to take today PwC s Digital Services 2

3 Disruptie = Opschudden 3

4 Disruptie = Innoveren 4

5 Disruptie = Agressief marketen 5

6 Well respected companies who went through difficult times Who will be next? PwC Digital Services 6

7 Disruption start-up s PwC Digital Services 7

8 Shaking up existing markets with new products and services, with innovative business models, with aggressive marketing strategies, and fresh management approaches > 8

9 What do we need to do to not become a Free Record Shop? 9

10 What do we need to do to not become a Free Record Shop? Align expectations Build capabilities Deliver quality Unrealized value Insight generator Trusted advisor Insight generator Increase value Problem Solver Problem Solver Problem Solver Assurance provider Assurance provider Assurance provider Assurance provider 10

11 What do we need to do to not become a Free Record Shop? Confident Communication Sourcing Business knowledge Conviction Listen Executive presence Mentor Flexible Talent development Respect Passion Influence Business acumen Interpersonal skills Talent Team building Position Business understanding Adding value Mandate Proactive Stakeholder expectation Trust Courage Manage change Strategic plan Vision Collaborate Relationships Negotiate Integrity Business Alignment Motivate Unwavering Strategic thinker 11

12 What do we need to do to not become a Free Record Shop? 18% 88% of the respondents to 2017 s PwC survey report that their internal audit function plays a valuable role in helping their companies anticipate and respond to disruptive events. We call these Agile IA functions. of stakeholders with Agile IA Functions report Internal Audit is contributing significant value compared to 41% of stakeholders with less agile Internal Audit functions Agile = Prepared + Adaptive PwC IIA Congres 12

13 Internal audit functions most advanced in their technology journey are: Evolving their technology and talent model in lockstep Fusing these capabilities to create internal audit functions where technology-enabled talent is the norm Contributing greater value to the organization than those with less of a technology focus 13

14 The impact of emerging technologies on Internal Audit 14

15 RPA Predictive Analytics Blockchain Machine Learning A few examples of emerging technologies 15

16 What boards want What internal audit should have Have a perspective on the risks that new technologies bring Provide advice on new technologies Emerging technology skill sets New audit approaches Using innovative technologies PwC Digital Services 16

17 Failing to improve Internal Audit s technology adoption will diminish its value to their organization (56% agrees) STATE OF THE INTERNAL AUDIT PROFFESSION PWC PwC Digital Services 17

18 Use now Plan to use within 2 years Plan to use within 5 years Robotics PwC Digital Services 0% 10% 20% 30% 40% 50% NL Global 18

19 Use now Plan to use within 2 years Artificial Intelligence Plan to use within 5 years 0% 10% 20% 30% 40% 50% NL Global PwC Digital Services 19

20 Organisations who view the IAF as providing significant value EVOLVERS OBSERVERS FOLLOWERS Rated as more valuable 83% EVOLVERS OBSERVERS FOLLOWERS 75% Capacity to expand risk coverage 71% 23% 34% 54% More innovative in technology, better aligned with stakeholder PwC IIA Congres Global The Netherlands 20

21 What does this mean for Internal Audit? 21

22 Emerging technologies impact Internal Audit Lesson 1 New areas PwC IIA Congres 22

23 Roles and outputs are dynamic Moving (organizational) boundaries Lesson 1 New areas Dependency of third parties PwC IIA Congres 23

24 Changing lines of defences Lesson 2 Support and assist the first and second line Bring queries, algorithms and dashboards to first and second line Responsible and leading the way! Enable and Evolve Review and Be prepared Incubate new governance functions to be moved to second line Keep the board and the AC aligned PwC IIA Congres 24

25 Tomorrow s Internal Auditor Lesson 3 Enabler: Generic Internal Auditor To: IT skilled Auditor From: IT-Auditor To: Subject Matter Expert with deep knowledge PwC IIA Congres 25

26 Tomorrow s Internal Auditor Lesson 3 PwC IIA Congres More flexible delivery models Reimagine the composition of the department Select and attract technology-enabled talent 26

27 What does this mean for Internal Audit? Opportunity for new IA enablers Lesson 4 Risk Assessment: Intelligent and dynamic risk assessments, using big data and IoT. More frequent or continuous risk assessments. Planning: From annual planning to roll-forward to continuous (re-) planning Leading to (short term) less flexibility as data is needed to prepare Fieldwork Better preparation leads to more focused, less extensive fieldwork Type of audit evidence (incl. gathering) will change Reporting Report will become less important; data library will be an asset auditees would like to have Interactive reporting using virtual reality Continuous auditing Data analytics and AI coupled with data lakes provide opportunities for continuous auditing PwC IIA Congres 27

28 Soft Controls! Have to want it Be able Be allowed PwC Digital Services 28

29 Action to take today! 29

30 Lack of necessary skills Not a priority investment for Internal Audit Inadequate tools and technology capabilities 30

31 Shake up your Internal Audit function with new products and services, with innovative talent models, with aggressive marketing strategies, and fresh management approaches > 31

32 Evolvers Successfully fusing technology & talent Use advanced technology collaboration tools and rate well in cost optimization Technology Talent 90% 73% Invest specifically on technology training Utilize analytic and monitoring tools Evolver Traits 82% 72% Have correct mix of technology, operational and financial skills Experiment with predictive risk indicators 28% 66% Have team members with advanced technology skills PwC IIA Congres 32

33 Assess where Internal Audit stands with its tech-enabled foundation Innovate and be revolutionary whenever possible Fuse technology and talent into a single strategy 33

34 Thank you! 2018 PwC. All rights reserved. Not for further distribution without the permission of PwC. PwC refers to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm s professional judgment or bind another member firm or PwCIL in any way. PwC Digital Services 34