Archive | Internal Audit RSS feed for this section

Thank you for the opportunity!

27 Nov

It has been a great pleasure contributing to the success of the 2019 Annual Conference of the European Commission’s Internal Audit Services. Many thanks again dear Dr. Manfred Kraff and dear Patrick De Boom for having me as guest speaker.

My 2 cents below and attached:

#Swimming in the organisation

#Enabler of learning and change

#Farmer

2019_EU IAS conference 2019_Dr. Rainer Lenz

Added Value of Internal Audit: Swimming, Learning and Change, Farmer

21 Nov

Pic_EU

Thank you dear Dr. Manfred Kraff and dear Patrick De Boom for inviting me as guest speaker at your 2019 Annual Conference of the European Commission’s Internal Audit Service, Brussels, in November 2019. Landing page, conference

My contribution will be about:

Added Value of Internal Audit: Swimming, Learning and Change, Farmer

Presentation via SlidePresenter

#internalaudit, #valueadded, #swimmingintheorganisation, #learningandchange, #farmer, #europeancommission, #slidepresenter

 

 

Time is Ripe to Revolutionize the Audit

4 Nov

change-pic

 

Abstract
There have been doubts around the added value and relevance of (internal) audit. There have been question marks whether that profession truly focuses on what matters most. How can we make better? How can we make (internal) audit an even greater success in the eyes of its customers and stakeholders, too? In the digital age, more than ever, there is nothing as constant as change. It is time to revolutionize the audit. Process Mining has the potential to revolutionize (internal) audit. Heath & Heath (2008) study in their bestseller why some ideas survive and others die. When applying their SUCCESs-model to the world of audit, it is worthwhile to search for sticky ideas that are Simple,
Unexpected, Concrete, Credible, Emotional and/or tell Stories. One of such traits may already be sufficient to make an idea stick. Process Mining has the potential to bring (internal) audit on a much higher plateau. In doing so, the entire (internal) audit profession can be strengthened that way. Process Mining is so powerful for it makes the matter in question very concrete. And, such concrete evidence is very credible when inspiring to learn and change. Time is ripe to revolutionize the audit. Let your data speak to drive learning and change.

Lenz, R. (2017), Time is Ripe to Revolutionalize the Audit, EDPACS, 56:4, 19-22 http://www.tandfonline.com/doi/full/10.1080/07366981.2017.1380479

2017_Submitted manuscript

 

Internal Audit Service (IAS) Conference 2019: From hindsight to insight and beyond – How Internal Audit may contribute to foresight

26 Sep

20191127 EU IAS Conference.PNG

I very much look forward to contributing to the success of this event.

https://ec.europa.eu/info/events/ias-conference-2019-2019-nov-27_en

Pic_EU

WRAPS – How to make better decisions #ECIIA2019

19 Sep

Many thanks for the great interest and many questions from the audience today.

I very much enjoyed that.

My PPT: ECIIA 2019_WRAPS_Dr. Rainer Lenz

http://www.eciia2019.com

50 free online copies

13 Sep

50-pdf

Lenz, R., Sarens, G. & Jeppesen, K.K. (2018): In Search of a Measure of Effectiveness for Internal Audit Functions: An Institutional Perspective, EDPACS, 58:2, 1-36

50 free online copies <download>

Internal auditing (IA) effectiveness is still viewed, to large extent, as a “black box” in academic research. In this article, relevant empirical studies based on self-assessments of internal auditors and on other stakeholders’ perspectives are reviewed through an “effectiveness lens.” Major patterns are identified in the existing literature. This article reviews the empirical literature on IA effectiveness that has been published since the latest revision of the IA definition in 1999, using the perspectives of new institutional theory and institutional entrepreneurship as a framework, thereby recognizing the tension between institutional forces and the role of agency. In cases where isomorphic forces are in conflict with other organizational demands, chief auditing executives’ (CAE) agency can be a solution that enables local adaptation (institutional entrepreneurship). The ability to exploit fully the potential of agency is an opportunity for the CAE to tailor and advance the role of IA in its specific organizational context.

Regular access to this paper Lenz et al. (2018) @EDPACS

 

In September 2018, this thought-piece was published as a stand-alone paper in the Canadian journal EDPACS (part of the Taylor & Francis Group). Thank you Dan Swanson (Chief Editor).

This paper is part of my PhD book (2013). Thank you Professor Gerrit Sarens (Louvain School of Management, Belgium) and Professor Kim Klarskov Jeppesen (Copenhagen Business School, Denmark) for our discussions and your contributions.

Lenz, R. (2013), Insights into the effectiveness of internal audit: a multi-method and multi-perspective study, Université catholique de Louvain – Louvain School of Management Research Institute, Doctoral Thesis 01|2013

Access to my PhD book (2013)

 

 

In Search of a Measure of Effectiveness for Internal Audit Functions: An Institutional Perspective

11 Sep

EDPACS 58,2

[Sept 11, 2018]

Also paper 1 of my cumulative dissertation (from 2013) got published, eventually, as stand-alone paper in the Canadian journal EDPACS (part of Taylor & Francis). Thank you Dan Swanson (Chief Editor). Thank you Gerrit Sarens and Kim K. Jeppesen for your contributions.

 

Lenz, R., Sarens, G. & Jeppesen, K.K. (2018): In Search of a Measure of Effectiveness for Internal Audit Functions: An Institutional Perspective, EDPACS, 58:2, 1-36

ACCESS TO THIS PAPER

 

ABSTRACT

Internal auditing (IA) effectiveness is still viewed, to large extent, as a “black box” in academic research. In this article, relevant empirical studies based on self-assessments of internal auditors and on other stakeholders’ perspectives are reviewed through an “effectiveness lens.” Major patterns are identified in the existing literature. This article reviews the empirical literature on IA effectiveness that has been published since the latest revision of the IA definition in 1999, using the perspectives of new institutional theory and institutional entrepreneurship as a framework, thereby recognizing the tension between institutional forces and the role of agency. In cases where isomorphic forces are in conflict with other organizational demands, chief auditing executives’ (CAE) agency can be a solution that enables local adaptation (institutional entrepreneurship). The ability to exploit fully the potential of agency is an opportunity for the CAE to tailor and advance the role of IA in its specific organizational context.