Auditing culture has been a hot topic for many years.
Perhaps you are already doing it, feel you should be doing more or have yet to explore it. Whatever your position has been, going forward there is only one acceptable option.
Internal audit must provide assurance across the risks associated with organisational culture. It is fundamental to governance, risk management and internal control.
Already doing it? Read on to check out some approaches that might be useful.
If not, read on to develop your understanding and build confidence to start.Audit leaders that do not embrace this risk failing their organisation and the profession.
Skip ahead for some useful cultural cues to spot.
What is culture?
Culture is the glue that binds an organisation together; getting the formula right for the ingredients is key otherwise things fall apart. Organisations are in crisis mode managing a pandemic, transitioning to a low-carbon economy, recession and Brexit; the glue needs to be strong.
This thought leadership will focus on why you should include cultural assurance in your audit plan, offer new insights for those already on the journey and give you the confidence to talk about the topic with your governing body – board, audit committee, trustees, etc.
The elephant in the room
Let us not avoid the issue. There are individuals, executives, management and internal auditors that are sceptical whether culture is an area for internal audit assurance.
What is your current position?
The Chartered Institute firmly believes that it is an auditable area.
We challenge you to be no less than 7 within the next twelve months.
Read our research paper for practical insights from chief audit executives (CAEs). As much as it’s a timeless piece, internal auditors should be mindful of the temporary and permanent influences that the coronavirus pandemic…