Risk
Good risk management doesn't slow an organisation down – it helps it go faster. Effective risk management not only protects existing value, but also results in better and faster decision making, reduced costs, and improved performance. Many organisations, however, are not getting full value from their investments in risk management because their risk processes are disconnected and critical data and information are not shared.
Moreover, as global risks continue to shift at a dramatic pace, organisations must continuously evaluate their risk management processes to ensure that they are focused on the risks that matter. Organisations need to understand and manage the risks that threaten their strategic objectives and be poised to capitalise on opportunities that will bring growth and efficiency.
Most organisations will be asked to do more with the same resources. The pressure is on, not only to improve risk coverage, but also to decrease costs and improve performance. We start by helping organisations answer some key questions, such as:
- What are your key risks and how they are being managed?
- Do you have overlapping risk functions or gaps in coverage?
- Have we optimised the use of technology?
Effective risk management not only provides better protection for your business, but also improves business performance and decision making and, ultimately, competitive advantage.
Our primary services include:
| Our primary services are all supported by the following key competencies: - Program management
- Strategic direction
- People and organisation
- IT advisory
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Business risks fuse with IT risks
Managing IT risks today is more about managing business risks as a whole. From staffing and outsourcing to data and infrastructure, a variety of factors influence IT risk management. What can you do to help minimize IT risks? Find out in our report.
Growth in uncertain times
In the 21st century there has not been a six-month period without a major crisis affecting several countries or industry sectors simultaneously. These crises have been varied and impossible to predict. To foster growth in these uncertain terms, dynamic risk management is vital.
Throwing money at your risk problems
Companies are haphazardly spending big on governance, risk and compliance programs but seeing little return. What does a cohesive risk strategy look like? Find the answer in our report.
Metamorphosis 6 - Internal audit: Optimising your control environment
This sixth article covers the final phase in the transformation journey: where internal audit is now in a position to assist optimising your control environment. This will give you the capability to strengthen your control environment and decision-making process, over time, in response to changing patterns of risk.
Metamorphosis 4 - Intergrating internal audit with the disciplines of enterprise risk management
Metamorphosis 4: Integrating internal audit with the disciplines of enterprise risk management, is the fourth article in the series Metamorphosis, the next phase in the internal audit transformation journey. This article covers the critical step of integrating the disciplines of internal audit and ERM. Achieving it involves reconsidering the scope of internal audit's responsibility and how to staff the function to ensure it has the right skills and resources to execute its new role.
Metamorphosis 3 - Auditing behaviours to make control change sustainable
As internal audit transforms its delivery of value, a key focus is on improving processes and developing the right controls. This publication is the third in our series of articles on transforming internal audit (pdf, 441.9kb) . It covers how to align the function of internal controls with the actual behaviours across your organisation - identifying gaps between what you want to happen and what is happening, and then addressing them.
Metamorphosis 2 - Assessing the maturity of your internal audit function
With internal audit increasingly being called on to demonstrate value, assessing the maturity of the function is an important first step. This publication is the second in our series of articles on transforming internal audit (pdf, 537.1kb) . It takes an in-depth look at the first component of the Ernst & Young internal audit transformation model - assessment, exploring how a maturity model can be used to bridge the gap between current internal audit practice and the desired future level appropriate for your organisation.
Metamorphosis 1 - Revitalising internal audit to drive performance
Is your internal audit function delivering tangible value, providing assurance against the risks that matter and supporting business strategy? This publication is the first in our series of articles on transforming internal audit (pdf, 305.1kb) and it introduces the model and the accompanying value proposition. At its core is the aim to broaden internal audit's focus to include strategic and operational risk as well as business improvement, without compromising compliance.
