Content Ada is Following

Do you trust the data & reports from the big analysts?

Yes

No

Sometimes

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Is AI going to affect the number of jobs in your company in the next 12 months?

Yes, more jobs created

Yes, jobs lost to AI

Other (please comment)

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I would love to understand if there's a specific trend or common consensus or not in terms of how Internal Audit teams manage advisory engagements:

1) Communication of result: How is your advisory observation result communicated? If it's in a form of a memo / report, do you put rating for a) the entire report; and b) specific observations or issues identified?

2) Planning: At what point do you get engaged in project reviews so that you've not on the project forever? Do you generally issue audit notifications given advisory type of work can be quite ad hoc?

3) KPI: How do you report your work completed, especially if you are those that do not rate the report or observations, or have no final report issued to evidence work done.

Does anyone have an example of their QAIP they can share? What about their QA checklist in alignment to the new IIA Standards?

Does anyone have any suggestions as to how best to empower a team of professional auditors that like to keep their heads' down and do their work? How do you get them to elevate to demonstrate the power and assertiveness and have the courage to stand for what you believe in when in tough times?

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I've recently seen a recommendation to set up a centralized fraud department - as a sort of catch all for both internal and external fraud. Wondering how other orgs are organized around fraud.  Does it sit with IA or out in the Business?

Ada Leung, Head of Internal Audit at Fidelity Investments Canada | Gartner Peer Community