Communicating with shareholders is about capital – the ability to access either equity or debt at the lowest possible cost. By understanding investor motivation and maintaining relationships within the investment community, companies are strategically positioned to address operational funding issues proactively and thus can exercise greater control over the capital formation process. By identifying sources of capital, world-class companies can maintain capital structures through a mix of long-term debt and equity funding options at the lowest possible cost.
What is internal auditing?
The internal audit profession, through The Institute of Internal Auditors (IIA), has continued to redefine itself as business risk and organizational complexity have evolved. So, what is internal auditing? Prior to June 1999, The IIA defined internal auditing as follows:
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?
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