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ARLINGTON, Va., April 7, 2020

Gartner Survey of Audit and Risk Leaders Highlights Inadequate Engagement with Company Leaders

Enterprise Risk Management Teams are Most Focused on Assessing Impact of COVID-19 on Operations and Controls

A Gartner, Inc. survey of more than 900 audit and risk leaders on March 27 revealed that most of their focus is on assessing the impact of coronavirus on organizational operations and controls, as well as revising and executing the company audit plan. Just 4% of respondents reported that updating the board was their primary focus at this time, while 21% reported executing the audit plan as the top priority (see Figure 1).

“Many enterprise risk management (ERM) teams are finding that the board and executive teams are postponing risk committee meetings and are not getting exposed to risk-based insights on the impact and opportunities associated with the crisis,” said Dan Herd, vice president in the Gartner Audit and Risk practice. “These teams need to be proactive, getting ahead of committee meetings with relevant, business-focused agendas that demonstrate the value ERM provides in a stronger internal consultant role to the executive team in the midst of such uncertainty.”

While many organizations had included a potential pandemic as one of their top risks, few anticipated the severity of COVID-19’s impact to their operations and health of the business. ERM teams report that crisis management generally has been successful in terms of keeping employees safe and moving to a work from home environment, but organizations are struggling to manage the downstream effects of the crisis, such as disruptions in their supply chain, additional productivity-related concerns, and other third-party considerations.

Figure 1: COVID-19 Priorities for Risk and Audit Leaders

Source: Gartner (April 2020)

Altered Risk Landscape
There was a consensus among survey respondents that coronavirus had dramatically altered the risk landscape most organizations face, introducing some very fast-emerging issues. Impacts such as a rise in mandatory/voluntary work from home, shift in customer behavior, preparedness for cost optimization, and third-party or supply chain risk all have accelerated or changed priority.

ERM teams are monitoring several implications of working from home becoming the new normal, such as cyber security risk, shifts in productivity, and how they can operate an ERM program remotely. For example, they are evaluating how to run a risk workshop while everyone is working from home

ERM teams are speaking with risk owners to determine how the risks they own have changed and if their mitigations are effective. “Audit and risk leaders need to distil this information and use it to focus discussions with the board and senior leadership around the near-term business impact of these risks to ensure the enterprise response is updated to reflect the current environment,” said Mr. Herd.

Immediate Actions
The tactical measures that most ERM leaders are taking immediately are:

·        Updating risk assessments to account for changes in risks such as third party, supply chain and cybersecurity, and ability to execute remotely

·        Working with senior leaders to ensure the organization does not adopt a disproportionately risk averse posture

·        Working with senior management to ensure cost optimization decisions account for risk and potential impact

·        Updating communications to the board and management with specific risk-based insights surrounding near-term COVID-19 impact and recommended actions steps

Lessons Learned
Another way the ERM team should seek to demonstrate value and leadership during this crisis is by liaising with the numerous teams managing different aspects of the crisis.

“ERM should use its unique position having an enterprise-wide purview to extract lessons learned from the teams involved in managing the crisis,” said Mr. Herd. “These lessons include understanding the efficacy of business continuity and crisis management plans, interdependencies, and emerging risk sensing and assessment practices.

Gartner clients can access the full research in ERM Heads’ Short- and Long-Term Actions for the Coronavirus Outbreak.

Learn more about how to lead organizations through the disruption of coronavirus in the Gartner coronavirus resource center, a collection of complimentary Gartner research and webinars to help organizations respond, manage, and prepare for the rapid spread and global impact of COVID-19.

About the Gartner Risk Management Leadership Council
Senior executives need actionable information to make quick decisions. Successful organizations embed risk management into strategic decision-making processes to help the business execute on its growth priorities. Gartner Risk Management Leadership Council equips enterprise risk management leaders with insights, advice and tools to better navigate high-risk growth decisions. More information can be found at: https://www.gartner.com/en/audit-risk.

About Gartner

Gartner, Inc. (NYSE: IT) is the world’s leading research and advisory company and a member of the S&P 500. We equip business leaders with indispensable insights, advice and tools to achieve their mission-critical priorities today and build the successful organizations of tomorrow.

Our unmatched combination of expert-led, practitioner-sourced and data-driven research steers clients toward the right decisions on the issues that matter most. We are a trusted advisor and an objective resource for more than 14,000 enterprises in more than 100 countries — across all major functions, in every industry and enterprise size.

To learn more about how we help decision makers fuel the future of business, visit gartner.com.

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