Connect The Maturity Assessment turns the Internal Audit Activity into a driver of accelerated innovation, advocating pioneering concepts and forward-looking practices, whilst heeding expectations for organizational, technological and methodological breakthroughs
Maturity Assessment
Maturity assessment 1
To achieve what?
Keep reinventing the range of Internal Audit services to fully meet the evolving demands of stakeholders
Deploy a critical, ‘out of the box’ thinking process leading to innovative action geared toward efficiency
Demonstrate your ability to generate and deliver governance, risk management and internal control solutions
Accelerate the Internal Audit function’s transformation and adjustment to a turbulent environment
Build an audit community meeting the highest standards of human and technological skills
Key success factors
A model addressing key challenges that the Internal Audit profession is bound to face
An approach fostering a higher level outlook, anticipation and clarification of needs
A team of seasoned consultants in the development and implementation of leading practices
A priority given to alignment with strategic developments of the organization
Maturity Evaluation > anticipate and roll out innovating practices
Maturity assessment 2
The approach: a set of actions to build an
Performing a broad assessment of strengths and weaknesses, opportunities and threats
Carry out a 360° scan of the interactions of the Internal Audit function
Capturing in an extensive and structured way the requirements and expectations of stakeholders
Considering innovation strategies over the entire scope of the organization
Establishing a roadmap to move from the current maturity level to the targeted stage of innovation
Ensuring the backing of stakeholders and closing the feedback circuit with themd structure
In what context should a Maturity Assessment be performed?
Change in senior management / organizational transformation programme
Regulatory developments / changes in the business environment
Obsolescence of audit methodology / deficiencies or material weaknesses in internal control
New Chief Internal Audit Executive / Evolving competency model or Internal Audit staffing
Maturity assessment 3
For which investment return?
Refocusing Internal Audit on creation of shareholder value
Effectively auditing the factors that contribute to protecting shareholder value
Developing the pro-activeness of Internal Audits faced with emerging risks
Streamlining interaction and communication with IA stakeholders
Increasing the returns on human resources investment through attractiveness, improved retention and development opportunities
Témoignages
Hubert Lugagne Delpon
Group Head of Internat Audit - Rothshild&Co
Rothschild & Co en tant que compagnie financière inclue dans son périmètre de consolidation plusieurs établissements de crédit et exerce des activités fortement régulée. Elle est supervisée au plan global par l’ACPR et localement par plusieurs autorités de contrôle par exemple en Grande Bretagne et en Suisse. A ce titre, tant du point de vue …