In the early 2000s, internal audit teams primarily conducted cyclical audits, often disconnected from organizational objectives. Today, with a focus on risk management, they act as value-adding advisors. To maintain this crucial role, teams must leverage internal audit software. This technology automates data analysis, provides real-time insights, and facilitates a focus on higher-level strategy development and critical thinking. Despite the challenges of adoption, here are seven ways organizations can integrate internal audit software into their processes.
1. Obtain buy-in from leadership & align strategies
In many internal audit departments, technology issues get delegated to someone with good technical aptitude. But that person may lack the authority to lead a technology transformation. Adopting new technologies is only possible with senior business leaders’ buy-in and strategic vision. When implementing new technology, the direction of the audit leader should be aligned with the directives of those responsible for risk management, internal control, compliance and fraud detection. Outlining a cohesive strategy ensures alignment across teams and functions.
2. Set goals & measure progress
Technology adoption doesn’t just happen. It needs to be managed. Obtaining proper funding, finding the right resources and developing a means to measure progress is essential. Leaders should define and establish objectives, plans and schedules, as well as identify critical milestones. Then, appoint the right people to implement the strategy and achieve those goals. Most successful internal audit technology initiatives are led by a change agent. These agents have the authority, knowledge and strategic understanding to drive effective technology transformation. Audit leadership is key to communicating the technology strategy and objectives to the C-suite and audit committee stakeholders.
3. Align technology with strategic objectives
Technology growth in areas like artificial intelligence (AI), machine learning, robotic process automation (RPA), cloud, software-as-a-service (SaaS) and big data affect how organisations operate. Internal audit departments have a massive opportunity to benefit from these shifts. When choosing a technology solution, consider what’s important for the internal audit team. How do they operate now, and what challenges can be solved? Most importantly, look ahead to the future. Consider how this team will be expected to work in three to five years, as well as the organisation’s strategic objectives and how the chosen technology will help meet them.
4. Map your internal audit processes to find where technology fits
Look at the key components of the internal audit process and consider the ways in which they work together. Software should support your operations seamlessly, consistently, and intuitively, with one solution that brings all those audit processes and functional areas together. Employee resistance to change can be a significant obstacle to achieving better audit processes. That’s why it’s not realistic to expect a breakthrough in internal audit performance by continuing to rely on a variety of generic software tools, simply because “that’s the way we’ve always done it.
5. Get rid of operational silos
To do its job effectively, internal audit must remain an objective and independent function. But it shouldn’t operate in a technology silo. Internal audit processes connect to many other functional areas, particularly governance, risk, and compliance (GRC). Consider how audit and other functions should be involved in: Identifying and assessing risks Testing controls and adhering to regulations Monitoring transactions Flagging and investigating exceptions Sharing and responding to findings and reports Reviewing, monitoring, and using dashboards Cohesive technologies and systems encourage cross-functional collaboration and result in greater efficiency and cost savings for the company.
6. Embrace data analytics
Too often, data analytics is treated as an “add-on” to the audit process — used sporadically and inconsistently — instead of as a core strategic component. Purpose-built audit management software is driven by data analysis, helping to facilitate everything from initial risk assessment and audit planning to detailed control testing and continuous auditing. It’s also useful in areas such as exception management and quantified findings and reports. Data analysis is integral as part of a transformed audit process, playing an effective role in quantified risk assessment and continuous monitoring.
7. Drive your new technology-centric vision
Adopting new technology is essential when it comes to transformation, competitiveness, and success in virtually every business area. But many internal audit departments fail to really embrace technology and take advantage of its benefits. Internal audit must become the driver of adopting value-added technology and modelling tech adoption in other GRC areas. It’s also the key to steering a technology-driven GRC strategy throughout the organisation. To make substantial changes in internal audit contributions and effectiveness, audit management must seriously consider adopting new technology to transform its processes.
Enhance your internal audit with new technology
Technology has the power to build the value of internal audits, foster executive alignment, and create relevance to the C-suite. But this can only happen after effective adoption. Get executive buy-in, set goals to measure progress, then map the current IA flows to see where technology may benefit. This new tech will break down organisational silos and allow the organisation to analyse data like never before. The future for internal audit teams includes purpose-built technology to streamline insights, risk assessments, and performance management.
