2018 - Audit 2020: A New Trend and Approach that Enhances Audit Reporting

OVERVIEW
The audit and risk industry has long struggled to find ways of communicating issues and concerns that are helpful and constructive. The Comparative Effectiveness Matrix does just that. No longer are we tied to old school reporting techniques but can introduce a more holistic and robust process. Use of the matrix highlights what issues are, what it means to the organization from a holistic perspective and then provides an immediate road for those that wish to improve control effectiveness. A great tool for elevating issues, mapping progress in overall compliance and a wonderful easy to use format for board and senior management reporting.
WHY SHOULD YOU ATTEND
Participation in this webinar will provide attendee’s with another tool for communicating with management. This tools, and approach, will strengthen one’s ability to become a trusted advisor and to actually provide advice in lieu of elevating issues. The value of comparative analysis comes to the forefront as this tool is customer-centric. No longer will one only have to complete an audit report that is rated and contains “issues” that typically places the recipient in a defensive mood. The CEM will remove the defensiveness with collaboration and ultimately great engagement results.
AREAS COVERED
• Understand the Comparative Effectiveness Matrix
• Applying the Matrix to current processes
• Developing industry based information sources
• Cross referencing structure to risk and controls
• Using the tool to move along the Maturity phases for organizations
• Defining steps in the process
• Determining evidence that supports positioning
• Developing action plans to move up the maturity time line
LEARNING OBJECTIVES
This webinar focuses on and introduces the Comparative Effectiveness Matrix, a new tool for elevating issues during audit and risk management reviews. The matrix builds upon combining best practices with audit techniques and risk management approaches that allow for business leadership and other stakeholders to realize the effect of controls within their organization. By comparing present control effectiveness status to expectations, industry best practices and ideal situations management can determine their own maturity model as it relates to risk and controls. Then, management can map progress to elevate their controls to a level commensurate with their organizations philosophy all the while linking to industry best practices which may or may not align with management philosophy.
WHO WILL BENEFIT
• Auditors,
• Audit Managers,
• Audit Leaders
• Risk Managers
• Model Risk staff
• Compliance officers
• Business executives
• External auditors
• Consultants
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