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Deloitte Global study finds investment in innovation key to impact and influence of Internal Audit functions

Innovation is key to improving the impact and influence of the Internal Audit function according to Deloitte Global’s new Chief Audit Executive (CAE) report, “The innovation imperative.” 

The 2018 report represents feedback from more than 1,100 Internal Audit leaders across 40 countries (including New Zealand) and a wide range of industries. It points to insights and ideas that Internal Audit functions can consider to help meet their organisations’ needs, now and in the future.

In today’s climate of constant disruption, many businesses are employing new business models and new technologies, and partnering with third-parties in new ways. As organisations seek to harness risk for value creation, the Internal Audit function must go beyond delivering traditional compliance and focus on far more innovative approaches to providing assurance, delivering advisory services, and anticipating risks.

This will require innovation. When asked what they believe will be the key innovative developments impacting Internal Audit over the coming three to five years, respondents indicated that data analytics (22%), Robotic Process Automation (RPA)/cognitive technologies (15%), predictive analytics (14%), risk anticipation (13%) and adopting Agile Internal Audit (8%) will transform the Internal Audit function.

These findings reinforce that Internal Audit groups are aware of the need for Internal Audit to innovate, and many have begun along that journey – now it’s a question of expanding their understanding of the tools and methods available to facilitate it. Embracing innovation will be critical for Internal Audit to secure the impact and influence it needs within an organisation.

The report highlights a notable connection between investment in innovation and Internal Audit’s impact and influence within an organisation. Internal Audit functions with strong impact and influence have improved to 40%, up from 28% in the 2016 survey findings. But that still leaves 60% of responding CAEs who believe their functions lack strong impact and influence. In general, the results of this survey indicate that groups who have adopted innovative approaches and methods tend to have greater impact and influence than those that have not.

It’s important to keep in mind that innovation goes beyond adopting technology—it can also include taking new approaches to enhance not only the value the function delivers to the broader organisation, but the ways in which they present that value to management, the audit committee, and other stakeholders. As Internal Audit groups consider how to deliver value to their evolving organisations, CAEs see the function’s leading strategic priorities as implementing Internal Audit analytics, strengthening talent pipelines, enhancing partnerships with the business, and enhancing quality. Many are also considering adopting an Agile Internal Audit approach and utilising cognitive technologies and RPA to enhance the value they deliver to their organisations.

Yet, Internal Audit groups need to proactively address certain issues if they are to deliver on these strategic priorities. For example, more than one-third of surveyed CAEs cite missing skills and talent as a key challenge—but nearly one in four still do not use alternative resourcing models to access those specialist skills. And analytics talent, in particular, is in short supply. According to our survey, 56% of Internal Audit groups still use analytics at basic levels. There is great opportunity to leverage advanced analytics to free up resources to partner with the business, enhance quality and efficiency, and to deliver automated assurance and risk anticipation.

Top 5 IA strategic priorities included:



New Zealand


Implementing IA analytics

Partnerships with the business


Strengthening IA talent pipeline

Implementing IA analytics


Partnerships with the business

Better integration with risk teams


Enhancing quality

Enhancing quality


Better integration with risk teams

Strengthening IA talent pipeline

Additional report highlights from survey respondents:

  • Resourcing models are evolving—and NZ is leading this trend when compared to global counterparts: Alternative resourcing models may not only fill talent and skill gaps, but also effect knowledge transfer in areas where in-house expertise may be lacking. NZ is leading the pack with an overwhelming 95% of respondents using alternative resourcing models such as co-source and outsourcing, guest auditor and rotation programs.   The drivers for these are access to specialist skills and additional capacity to deliver their IA programmes.
  • Internal Audit’s role in organisational culture is underestimated: Breakdowns in organisational culture, as reflected in conduct that fosters risk events, have become all too common. This is an area where Internal Audit could be playing a key role, yet less than 30% of Internal Auditors surveyed globally (21% in NZ) have evaluated their organisation’s culture in the past three years.
  • Cyber risk assessments can enhance impact and influence: As cyber risks continue to proliferate, Internal Audit has an opportunity to provide real value by assisting the organisation to understand and mitigate those risks—but about half of Internal Audit groups are not currently conducting cyber risk assessments. Expanding their coverage of cyber risks—a high-profile issue for senior executives and boards—can greatly enhance the function’s impact and influence. In NZ, only 37% of respondents have undertaken a cyber assessment to develop their IA plan.
  • RPA is making inroads: The most innovative Internal Audit groups are applying RPA to the many repetitive tasks that internal auditors perform. Globally, the 2% of groups that have adopted RPA are on the leading edge of Internal Audit innovation. In NZ, 21% of organsitations plan on prioritising RPA in the near future.
  • Agile practices are gaining momentum: Adapting Agile Internal Audit can enhance Internal Audit flexibility, responsiveness, resource allocation, speed, value delivered, and stakeholder relationships. For those reasons, 56% of Internal Audit groups globally and 64% in NZ are either using Agile Internal Audit or are considering doing so. This is impressive for a relatively new approach to internal auditing.
  • Reporting is poised to become more agile and dynamic: Globally, only 8% of Internal Audit groups surveyed note that the form of their reporting depends on the audit objectives (most still issue written reports). Meanwhile, in general, stakeholders’ reading time is limited, and risks and issues emerge rapidly—meaning reporting must become increasingly more streamlined and visual. 3% report observations on an ongoing basis—with no final report—a hallmark of the Internal Audit function of the future. NZ is lagging our global colleagues, with only 8% using analytics in reporting compared to 18% globally.
  • Key Performance Indicators (KPIs) should reflect broader business priorities: KPIs should evolve to focus on areas that enable Internal Auditors to strengthen their impact and influence within the organisation, rather than the traditional metrics tracked. For instance, KPIs can usefully be expanded to include cost savings or revenue opportunities identified (now used by almost a quarter of respondents globally) and other updated metrics that capture positive impacts on the business.

About the report

Deloitte Global’s “The innovation imperative,” report is based on a 2018 survey of more than 1,100 Chief Audit Executives from across 40 countries and a range of industries. The full report can be found at


Media Contact:

Alexandra Grace
Communications Manager
Deloitte New Zealand
04 470 3770

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