Audit Transformation

Establish a transformation vision and goals. Make the case for change.

Status quo and legacy ways of working will result in falling behind rather than keeping up. Internal Audit leaders need to embrace the need for change and key Internal Audit stakeholders need to expect it. Business initiatives, regulatory requirements, and technology have all been subject to significant change; Internal Audit functions need to change and evolve simply to keep up and must embrace transformation as a business-as-usual activity, continue to position for the future needs of the organisation.

We help establish transformation priorities and plans, and support in their implementation, offering advice on leading practices and strategies to deliver successful outcomes and enable change.

Embrace a change mindset and view transformation as an imperative

Transformation Strategy & Planning

Support all aspects of the transformation journey from establishing a vision and strategic plan to implementation and change management.

Controls Programme Strategy

Establish highly efficient and effective control testing programmes that serve the needs of multiple stakeholders (internal and external) and leverage the latest technologies and tools. Embed a controls-mindset across the organisation.

Quality Assessment & Leading Practices

Engage with and advise Executives and Audit Committee members on their risk oversight responsibilities as well as leading practices related to engagement with and assessment of the organisation’s Internal Audit function and leaders.

Audit Committee Advisory

Engage with and advise Executives and Audit Committee members on their risk oversight responsibilities as well as leading practices related to engagement with and assessment of the organisation’s Internal Audit function and leaders.

Our approach

Evaluate current state, define transformation strategy, and start the transformation journey

Evaluate current state practices against professional standards, regulatory expectations, and leading practice.
Establish a view of current state, capability maturity, and existing leading practices. Work with internal audit leaders and key stakeholders to establish a roadmap.
Define Transformation Strategy
We understand strategies and needs of the broader organisation and support internal audit leaders in translating those into an Internal Audit Transformation Strategy & Plan.
Transform
We support all aspects of the transformation journey from establishing a vision and strategic plan, helping to build sourcing and talent strategies, updates to risk assessment, delivery, and reporting practices, improved coordination, and collaboration with other assurance functions, and driving increased use of data and technology.

Evaluate current state, define transformation strategy, and start the transformation journey

Key partners

Leadership

Mark Peters

Mark is Managing Director in the London office in the UK. Mark leads the Internal Audit & Financial Advisory Practice in the UK. He has over 25 years of business, technology and operational risk consulting experience gained from serving a variety of companies ...

Esther Delgado

Esther is a Managing Director specialising in the provision of risk management, internal controls and assurance. She has assisted a number of organisations with their risk management and internal audit offering, including organisations across diverse industries. Prior ...

Janet Barberis

Janet is a Managing Director in our financial services internal audit practice in the UK. She has over 30 years of internal audit, risk and controls experience and has held senior internal audit and operational roles at leading organisations across the financial ...

Lindsay Dart

Lindsay leads our internal audit practise in the UK. He has almost 35 years of combined internal audit, financial controls and financial statement audit experience, serving a variety of companies, primarily in the financial services sector both in the UK and ...

BLOGS

Understanding the Global Internal Audit Standards

Republished from a three-part series of articles on The Protiviti View, our blog featuring commentary, insights and points of view from Protiviti leaders and SMEs on key challenges and risks companies are facing today, along with new and emerging...

SURVEY

2024 Top Risks for Chief Audit Executives

CAEs see a riskier near- and long-term environment than do most of their colleagues in the executive suite. Of all C-level respondents to our latest Top Risks Survey, internal audit leaders ascribe the highest-magnitude ratings to risks they expect...

NEWSLETTER

Setting the 2024 Audit Committee Agenda

Compared to prior years, our suggested 2024 audit committee agenda has taken a bit of a turn due to ongoing and recent market and regulatory developments.A complex business environment: The 2024 audit committee agenda includes important enterprise,...

SURVEY

Navigating a Technology Risk-Filled Horizon

Protiviti partnered with The Institute of Internal Auditors to conduct its 11th annual Global Technology Audit Risks Survey in the second and third quarters of 2023.The objective of this survey is to explore the top technology risks organisations...

PODCAST

Podcast | Navigating a Technology Risk-Filled Horizon

The results from this year's Global Technology Audit Risks Survey, conducted by Protiviti and The Institute of Internal Auditors, reveal a complex and multifaceted landscape of technology risks. Cybersecurity is the top priority and by a wide margin....

SURVEY

Healthcare Internal Auditors Prioritise Cybersecurity, Business Performance and Technology Modernisation

According to the latest Healthcare Internal Audit Plan Priorities Survey conducted by Protiviti and the Association of Healthcare Internal Auditors (AHIA), the top audit priorities for healthcare organizations in 2023 are encompassed in seven themes...