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Strategy and value management

— IA’s role in emerging topics such as ESG, cyber threats, and disruptive events (transactions, transformations, etc.)

— Broadening risk coverage as business model and digitization efforts evolve

— Integration and coordination across three lines of defense (e.g., common risk taxonomy, addressing the talent drain)

— Getting to the right Key Performance Indicators (KPIs) to measure value for the business 

Risks and responses

— Cybersecurity (e.g., ransomware incident response*, phishing, hacking, data theft)

— Business and operational resiliency (e.g., supply chain interruptions*)

— Third-party risk management

— Workforce* (e.g., contingent workforce, upskilling and reskilling talent, distributed tax implications)

— Regulatory compliance (e.g., more regulated environment, expanded role for IT)

— Mergers and acquisitions* (e.g., portfolio management, transformation of the organization)

— Digital transformation (e.g., ERP, continuous control monitoring)

— IT resiliency (e.g., data governance, data and asset management, IT talent)

— ESG initial program assessment*

— Cloud services and storage (e.g., data security, business continuity)— Fraud

— Culture*

Operational model

— IA reporting content and delivery enhancements

— Blending methods for executing audits, including agile, D&A, etc.

— Operating with increased agility, especially during risk assessment and planning

— Staying close to the business in a virtual environment 

Digital acceleration

— Holistic strategy for refresh of technology stack to enable IA

— Data-driven enterprise risk assessment

— Focus on automation

— Continuous monitoring

— Stronger integration of second and third lines on common GRC technologies

— Process mining

Stakeholder engagement

— More subject matter expertise in IA, especially when working with first and second line

— Improve IA brand

— Changing demographic of AC

— Improving AC chair connectivity

— Resourcing needs across the organization 

Modern workforce

— Consideration of IA resources with ESG experience

— Hybrid service delivery models (in-house, external expertise, low-cost markets, centers of excellence

— Better integration of IA IT resources across the organization

— Need for more specialized or mature capabilities around data analytics and insights

— Upskilling IT and enterprise technology acumen

— Refreshing talent strategy to mitigate impacts of talent drain and resource needs

— Overall shift in skill sets needed given shifts in IA delivery model


Bold indicates new or continued signals for IA focus

Dive into our thinking:

On the CAE Agenda Q1-2022

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Meet our team

Image of Michael A. Smith
Michael A. Smith
Partner, Advisory, and U.S. Internal Audit Solution Leader, KPMG US
Image of Richard Knight
Richard Knight
Principal, Advisory, and U.S. IT-Internal Audit Solutions Leader, Technology Risk Management, KPMG US

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