Articles
Tag: norman marks
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The Evolution of Internal Audit
How agile is your internal audit team? Do you have speedboats or only battleships?
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Should We Audit at the Speed of Risk?
The annual audit plan is typically out-of-date even before it is approved by the audit committee.
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How Do You Make Decisions?
How can we, the "risk" managers, help leaders make informed and intelligent decisions that consider all the things that might happen?
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How Will Risk Management Change as We Emerge From This Crisis?
Even before the crisis, few in executive management believed their risk management programs were helping them run the organization for success.
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Risk Practitioners Should Be Asking 'How Can We Help?'
We may have a business card that says we are internal auditors. But we are part of the management team and our first duty is to help the organization succeed.
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Should You Boast About Internal Audit Value?
Value is what people would be willing to pay for, not what you say it is. The same applies to internal audit.
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Risk, Consequences and the Domino Effect
Risk management is not about managing the possibility of harmful events or situations. It’s about managing the likelihood and extent of success.
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Which Comes First, Risk or Control?
Can you assess risk management without considering related internal controls? I don’t think so.
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Why Does Internal Audit Need to Be Agile?
We need to be not only agile in our audit planning, but also provide the assurance and insight that is needed at speed.
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Did Risk Management Fail?
Risk management is not like looking into a crystal ball and predicting the future with certainty.
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Do Risk Appetite Statements Add Value?
I am not persuaded that risk appetite statements should be the core around which risk management practices and programs are built.
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Are Your Business Decisions Failing Because They Are Biased?
The essential first step in combating biases is recognizing our own fallibility, our own biases.
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How to Assess the Effectiveness of Risk Management
Few organizations are seen as having effective risk management, so there is no exemplar against which to measure success.
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CEOs Aren't Idiots When it Comes to Risk Management
Management needs to take risks to survive and thrive, and that means balancing the potential harms that may occur against the potential rewards.
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