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CAE Strategic Relationships: Building Rapport with the Executive Suite

 

Learn how Strategic Relationships can improve your Performance Effectiveness 

Chief audit executives (CAEs) intuitively know that building bridges with the executive suite is critical for performance effectiveness. This insightful collection of case studies shows CAEs how to build and leverage their relationship with the executive suite for better organizational outcomes. 

This report uses the relational coordination framework to uncover the core elements of successful business relationships for CAEs and their executive suite counterparts. Candid observations from CAEs and CEOs at large organizations in the U.S. and Europe reveal how to: 

  •    Create shared goals about internal audit’s role and priorities.
  •    Build shared knowledge about the organization and internal audit’s role.
  •    Establish mutual respect for internal audit capabilities and leadership.
  •    Enable high-quality communication that anticipates and responds to organizational imperatives. 

Through CAE Strategic Relationships, you can revitalize relationships, enhance communications, and build better rapport with your executive suite today. 

 

The Politics of Internal Auditing

 

 

Organizations are, by definition, political. They are comprised of people with: 

  •       Individual goals and objectives.
  •       Different approaches to accomplishing business objectives.
  •       Distinct value systems.
  •       Varied motivational reward systems.

This research report addresses political pressure on chief audit executives (CAEs) and their internal audit departments. Having surveyed nearly 500 CAEs from various business sectors around the world, researchers Patty Miller and Larry Rittenberg share: 

  •       How effective CAEs work to mitigate political pressure.
  •       Lessons learned that may help manage political pressure.

The nature of organizations – combined with the basic human nature to succeed and be respected – results in the likelihood that political pressure will always be a risk in any organization.

Research findings reveal: 

  •       Political pressure comes in many forms.
  •       Political pressure can be managed and partially mitigated, but it always exists.
  •       Professional competence is required, but is not sufficient.
  •       The pressure exists whether the CAE position is career-focused or rotational.

This research points out some steps CAEs can take to: 

  •       Strengthen organizational culture.
  •       Improve governance structure.
  •       Build support for internal auditing.

Generously sponsored by The IIA-Toronto Chapter

Authors Patricia Miller and Dr. Larry Rittenberg delve into the case studies and reveal real-world scenarios internal auditors are facing with politics. More case studies and discussions will be released in this four-part video series.

 

Lessons Learned on the Audit Trail

 

 

 Looking back on his nearly 40 year career, Richard F. Chambers shares many of the key events and insights gained during his impressive career. In Lessons Learned on the Audit Trail, his first book release, Chambers candidly shares:

  • Personal experiences that illustrate critical lessons every internal auditor will learn from.
  • Insights gleaned from his professional journey, which spans the government and corporate sectors and, since 2009, as President and CEO of The IIA.
  • Significant events and people encountered along the way, as well as valuable lessons learned.

“The paradox of what you pick up later in life is you have less time to apply those lessons,” Chambers says. “But if I can help just one internal auditor become better prepared for the challenges and opportunities that lie ahead in this profession, then my efforts writing this book will be well worth it.”

Chambers imparts life-based lessons on such vital topics as the importance of:

  • Building and sustaining relationships with internal audit stakeholders.
  • Demonstrating value.
  • Deploying risk-based audit planning and the dynamic nature of risk.
  • Achieving and sustaining a “seat at the table”.

 

The French edition, Quelques leçons d'audit interne Les conseils d'un grand professionnel, is available through a partnership with IIA-France and Eyrolles by clicking here

 

Collaborative Auditing

 

The role internal auditors play within their organizations continues to evolve, bringing new opportunities to consistently deliver value through quality work.

Collaborative Auditing provides guidance through an understanding that internal audit’s responsibility goes beyond individual audit engagements to ensuring that key stakeholders are left with the knowledge and tools they need to improve processes and address the root causes of issues within their organizations. 

With step-by-step guides, auditors will learn how to effectively use these tools. Auditors will gain: 

  • A more robust audit process focused on adding value in support of the organization’s key objectives.
  • Tools and techniques to effectively engage management and build stronger professional relationships with key stakeholders.
  • A framework for addressing the root cause of issues and providing high-impact insights to management.

Maximize your competency by going beyond the traditional internal auditor’s role to use the audit process to engage and educate key stakeholders in managing their risk and meeting their objectives more effectively.

 

Item Number: 10.1235

CAE Strategic Relationships: Building Rapport with the Executive Suite

 

Learn how Strategic Relationships can improve your Performance Effectiveness 

Chief audit executives (CAEs) intuitively know that building bridges with the executive suite is critical for performance effectiveness. This insightful collection of case studies shows CAEs how to build and leverage their relationship with the executive suite for better organizational outcomes. 

This report uses the relational coordination framework to uncover the core elements of successful business relationships for CAEs and their executive suite counterparts. Candid observations from CAEs and CEOs at large organizations in the U.S. and Europe reveal how to: 

  •    Create shared goals about internal audit’s role and priorities.
  •    Build shared knowledge about the organization and internal audit’s role.
  •    Establish mutual respect for internal audit capabilities and leadership.
  •    Enable high-quality communication that anticipates and responds to organizational imperatives. 

Through CAE Strategic Relationships, you can revitalize relationships, enhance communications, and build better rapport with your executive suite today. 

 

The Politics of Internal Auditing

 

 

Organizations are, by definition, political. They are comprised of people with: 

  •       Individual goals and objectives.
  •       Different approaches to accomplishing business objectives.
  •       Distinct value systems.
  •       Varied motivational reward systems.

This research report addresses political pressure on chief audit executives (CAEs) and their internal audit departments. Having surveyed nearly 500 CAEs from various business sectors around the world, researchers Patty Miller and Larry Rittenberg share: 

  •       How effective CAEs work to mitigate political pressure.
  •       Lessons learned that may help manage political pressure.

The nature of organizations – combined with the basic human nature to succeed and be respected – results in the likelihood that political pressure will always be a risk in any organization.

Research findings reveal: 

  •       Political pressure comes in many forms.
  •       Political pressure can be managed and partially mitigated, but it always exists.
  •       Professional competence is required, but is not sufficient.
  •       The pressure exists whether the CAE position is career-focused or rotational.

This research points out some steps CAEs can take to: 

  •       Strengthen organizational culture.
  •       Improve governance structure.
  •       Build support for internal auditing.

Generously sponsored by The IIA-Toronto Chapter

Authors Patricia Miller and Dr. Larry Rittenberg delve into the case studies and reveal real-world scenarios internal auditors are facing with politics. More case studies and discussions will be released in this four-part video series.

 

Lessons Learned on the Audit Trail

 

 

 Looking back on his nearly 40 year career, Richard F. Chambers shares many of the key events and insights gained during his impressive career. In Lessons Learned on the Audit Trail, his first book release, Chambers candidly shares:

  • Personal experiences that illustrate critical lessons every internal auditor will learn from.
  • Insights gleaned from his professional journey, which spans the government and corporate sectors and, since 2009, as President and CEO of The IIA.
  • Significant events and people encountered along the way, as well as valuable lessons learned.

“The paradox of what you pick up later in life is you have less time to apply those lessons,” Chambers says. “But if I can help just one internal auditor become better prepared for the challenges and opportunities that lie ahead in this profession, then my efforts writing this book will be well worth it.”

Chambers imparts life-based lessons on such vital topics as the importance of:

  • Building and sustaining relationships with internal audit stakeholders.
  • Demonstrating value.
  • Deploying risk-based audit planning and the dynamic nature of risk.
  • Achieving and sustaining a “seat at the table”.

 

The French edition, Quelques leçons d'audit interne Les conseils d'un grand professionnel, is available through a partnership with IIA-France and Eyrolles by clicking here

 

Collaborative Auditing

 

The role internal auditors play within their organizations continues to evolve, bringing new opportunities to consistently deliver value through quality work.

Collaborative Auditing provides guidance through an understanding that internal audit’s responsibility goes beyond individual audit engagements to ensuring that key stakeholders are left with the knowledge and tools they need to improve processes and address the root causes of issues within their organizations. 

With step-by-step guides, auditors will learn how to effectively use these tools. Auditors will gain: 

  • A more robust audit process focused on adding value in support of the organization’s key objectives.
  • Tools and techniques to effectively engage management and build stronger professional relationships with key stakeholders.
  • A framework for addressing the root cause of issues and providing high-impact insights to management.

Maximize your competency by going beyond the traditional internal auditor’s role to use the audit process to engage and educate key stakeholders in managing their risk and meeting their objectives more effectively.

 

Item Number: 10.1235