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Governance, risk and compliance technology: turning risk into results
The Chief Executive Officer (CEO) of a global technology company was on a buying spree — something that always made Sachi, the Audit Committee Chair, nervous.
Internal audit can add critical value to the mergers and acquisitions (M&A) life cycle.
After all, she had seen the CEO take these kinds of risks before, with varying levels of success.
The last acquisition had gone more smoothly than others, in large part because the company’s Chief Audit Executive (CAE) had been involved in implementing the post-acquisition integration plan. This time, Sachi wanted the CAE involved right from the beginning.
She wanted the internal audit function playing a role in every relevant component of the strategic transaction. And she wanted the process audited — from start to finish.
Our series, 5: insights for executives, explores the questions: