Internal audit

The Institute of Internal Auditors presents All Things Internal Audit.

Seven students, seven conversations, one profession.

I had all these misconceptions of what accounting was.

This this is all clicking.

I have a very not not trustworthy, but I like to think things through.

And I think internal auditors are kind of that's their job.

They're supposed to be the brakes.

And so, yeah, I really enjoyed just the process that comes with internal auditing.

[upbeat music] The Institute of Internal Auditors presents All Things Internal Audit Tech.

In this companion episode to Internal Auditor magazine's "Human Capital Risk in an AI World" article, Tom Diamante talks with Manuel London and Richard Chan about how AI can help organizations identify behavioral, cultural, operational, and decision-making risks earlier, while also creating concerns around bias, surveillance, and employee trust, and misuse.

The conversation explores internal audit's role in auditing AI, supporting responsible implementation, and helping organizations balance risk mitigation with innovation.

I would say that they have, uh, um, a valuable role, and, uh, they do it using, um, non-financial as well as financial data.

So, uh, it provides additional input and identifies problems that, uh, may not have been evident as early on as they are.

So, you know, I think internal auditors especially should understand the various AI tools that are available to them, how the organization can incorporate them into their processes, and then work with leadership to discuss this and determine what the internal audit role should be, what results are being identified, and have a discussion.

So essentially, they can take a, a role along with the leaders of the organization to understand how the heads of the different, um, disciplines or areas within the organization in the, in the C-suite, if you will, as well as the head of the organization, the CEO, and be part, be at the table to provide those data and discuss how best they may be used.

Yeah, that's a very good point, 'cause internal auditory can also a- can not only need to understand the, all these, uh, frontier models and its potential application Having this understanding, it will allow them to become an integrator, right? Really incorporate these AI toolset into the business practice, whether it's HR function, accounting, finance, marketing, et cetera.

Uh, like that's a governance model.

Uh, and the governance models are exactly what we internal audit need to be advising in.

So from the risk side of this, like if your organization starts using these tools, these agentic tools, uh, for scanning code, prioritising risk, and, and even maybe proposing some fixes, like somebody has to be there to go, "Who's accountable when the agent's wrong? What's the human checkpoint? How do we know the, quote, 'fix' actually closed the attack path?" Uh, and not just like a, again, like we said earlier, a patch got applied.

So a couple of next steps for internal audit.

One, go read the article.

It's not super long.

[upbeat music] The Institute of Internal Auditors presents All Things Internal Audit.

In this episode, Charles King sits down with Shane Negengard to look at enterprise risk management not as a compliance exercise, but as one of the most powerful tools an internal audit leader can have if it's built and run the right way.

They break down how to effectively establish an ERM program from the ground up, secure executive buy-in at the CEO board level, and use it as a flywheel for deeper relationships across the organization.

Before we get started, maybe spend a few minutes to tell us a little bit about your background and your role at Workiva.

Uh, was at Deloitte for almost 20 years, and one day had an opportunity to, instead of serving 30 clients, focus primary attention on one client.

That one client is, is Workiva, and it's been a fantastic, uh, almost two years now that I've been at Workiva.

I'm responsible for internal audit, SOX compliance, and enterprise risk management.

Outstanding.