Articles
Tag: norman marks
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Internal Audit: Getting From Recommendations to Actions
Management will take actions they believe are high priority and in their own interests. They won't if the only reason to act is “the auditor told us to do it."
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Remove the Restraints of the Audit Report Format
We are not limited to a rigorously enforced standard for communicating in person. Why should we be limited when we are writing?
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Enterprise Risk Management and the Internal Audit Plan
One of internal audit's values is to tell management when the controls to manage risks and assure opportunities aren't working.
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How Do We Fix Risk Management?
Instead of risk management, can we think of it as success management or effective management? Because that's what it is.
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The Risk of Excessive Red Tape
Practitioners need to have the courage to stimulate management to remove controls and other procedures that cost more than they are worth.
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Risk Management and Cloud Computing: Two Approaches
Any discussions of IT-related risk should start with an understanding of the organization's business objectives and go from there.
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Exploring the Positive Side of Risk
Pretty much every situation has several potential outcomes — some positive, some negative. Focusing only on the latter doesn't make business sense.
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How Risk Management Can Build Credibility With Management
ERM wants a seat at the management table. What do risk practitioners need to do to make this happen? And should that really be their goal?
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Revitalizing Risk Management Through a Changed Reporting Structure
Would a change in reporting structure revitalize and give new energy to a risk management function and practice?
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Assessing and Addressing Technology Risk
Any technology risk assessment should be made in terms of the potential effect on the business, not any effect on IT assets or goals.
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Is Risk-Based Audit the Best Approach?
Risk-based audit needs a reset to enterprise risk and value auditing.
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Is It Time We Retire the GRC Acronym?
Instead of using GRC, should we instead focus on what people are responsible for rather than tagging them with an expression that signifies nothing?
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Should We Abandon Risk Assessment, Risk Management and Risk Appetite?
More people are recognizing that managing or mitigating a list of risks is not effective, nor of much value beyond compliance.
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Another Look at Risk Appetite
If you are developing a risk appetite statement, don’t do it to comply with regulations — do it so it means something.
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