Business and government have long maintained an adversarial relationship. The business community objects to any government interference in commerce, and government believes it has a duty to protect the public interest with laws and regulations that promote fair competition and force the business community to be a good citizen. In recent years, government efforts to protect the public have drastically increased the cost of doing business. As a result, many companies are rethinking their government relations strategies and identifying ways to improve their relationships with government and the general public.
What is Organizational Alignment Risk?
Organizational alignment is defined as a conscious and systematic coordination and alignment of three powerful and interrelated driving forces: organizational strategy, organizational culture and organizational infrastructure. Organizational alignment is to be mutually supportive and contribute as efficiently and effectively as possible to meet organizational goals and objectives.
It may not be explicit in your job description, but in order to be a high-performing auditor, you have to be able to deliver messages in a clear and compelling manner. From kick-off meetings and status reports to internal training sessions, executive committee reports and even ordinary staff meetings, auditors are often required to communicate with tact, diplomacy and conviction.
The internal audit function’s position within a company is unique. It provides its principal stakeholders (audit committee members and management) valuable and objective assurance on governance, risk management and control processes, as well as consulting services to improve operations. With this critical responsibility to fulfill, implicit in executing those duties is internal audit’s continuous improvement to its own practices.
We all know that change is inevitable, but what can an organization do to keep its strategies and risk management capabilities on the same course as the ever-changing business environment?
Many lessons were learned from the financial crisis. For example, if a chief executive ignores the warning signs posed by the risk management function, resists contrarian information suggesting the corporate strategy is either not working or losing relevance, or fails to consider critical risks when evaluating whether to enter a new market or consummate a complex acquisition, the shareholders and other constituents can end up paying a high price.
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