Data Analytics - IA Capabilities and Needs Survey 2018

Press Release

Survey reveals internal audit functions need to embrace analytics quickly to keep up with businesses that are increasingly data-driven

MENLO PARK, CA – March 12, 2018 - According to findings from global consulting firm Protiviti’s 2018 Internal Audit Capabilities and Needs Survey, the use of analytics in auditing remains in the early stages, and many audit functions are likely using analytics tools as point solutions, as opposed to part of a broader initiative to leverage analytics throughout the audit process.

The global survey polled over 1,500 Chief Audit Executives (CAE) and internal audit leaders and professionals throughout North America, Europe, Asia-Pacific, Latin America, Africa, India and the Middle East to determine how internal audit groups are leveraging analytics in the audit process and where improvements are needed.

“Growing demands from boards and executive management for deeper insights into strategic risks that organizations face has made the ability to leverage analytics and robotics a top priority for CAEs and audit committees,” said Brian Christensen, executive vice president, global internal audit at Protiviti. “Even so, many internal audit departments are still struggling to develop a formal methodology for integrating data analytics. It is critical for these departments to formalize a data analytics program that specifies how data is to be identified, acquired and analyzed.”

Increasing Data Analytics Capabilities

The survey found that organizations in Europe and the Asia-Pacific region appear to be utilizing data analytics in the audit process more frequently, with 76 percent of respondents from both regions confirming they currently use data analytics, compared to only 63 percent from North America. Two-thirds of internal audit groups plan to implement data analytics within the next one or two years (66 percent), yet one in three organizations (34 percent) have no plans to do so.

“Internal audit groups continue to face a lack of skills in understanding and using analytics technologies,” said Christensen. “Chief audit executives need to focus on increasing the levels of education in their internal audit functions, and more specifically, to move from general plans and discussions about using analytics to actually advancing and integrating analytics, robotic process automation and other digital initiatives into the audit plan. Those who fail to integrate these initiatives risk becoming obsolete as their organizations continue to undergo digital transformation at an increasingly rapid pace.”

The survey also reveals a clear correlation between the audit committee’s level of interest in the use of analytics to support the auditing lifecycle and the amount of information shared with the committee about the use of auditing analytics. Fifty-nine percent of respondents agreed that when a high level of information is shared with the audit committee, there is also a high level of interest from the audit committee in the use of audit analytics.

“The use of analytics and the benefits they deliver should be communicated to the audit committee regularly,” said Andrew Struthers-Kennedy, a managing director in Protiviti internal audit practice. “By better informing and educating the audit committee about analytics, CAEs will be far more likely to gain the committee’s support for further investments in these capabilities.”

Data Analytics Action Items

The survey report, entitled “Analytics in Auditing Is a Game Changer,” outlines action items for CAEs and audit committees to improve their analytics capabilities: (more available in the report)

  1. Recognize that the demand for data analytics in internal auditing is growing across all organizations and industries.
  2. Seek out opportunities to expand internal audit’s knowledge of sophisticated data analytics capabilities.
  3. Consider the use of champions to lead the analytics effort and, when appropriate, create a dedicated analytics function.
  4. Explore avenues to expand internal audit’s access to quality data and implement protocols that govern the extraction of data used during the audit process.
  5. Implement steps to measure the success of your data analytics efforts and also consider the most effective ways to report success and value to management and other key stakeholders.

Top Audit Plan Priorities for 2018

Respondents were also asked to identify the top priorities for internal audit plans in the coming year. Many of these areas are data-intensive, and therefore strong candidates for the use of analytics. The top eight audit priorities are:

  • Fraud risk management
  • Cyber security risk
  • Vendor/third-party risk management
  • Enterprise risk management
  • Revenue recognition
  • Agile risk and compliance
  • Auditing corporate culture
  • Cloud computing

About the Survey

More than 1,500 respondents completed questionnaires for Protiviti’s latest Internal Audit Capabilities and Needs Survey, which was conducted in the fourth quarter of 2017. Respondents work in the public, private, government and non-profit sectors and are representative of virtually all industry sectors. More than half of respondents are from organizations with more than $1 billion in revenue.

Participants were asked to assess their skills and competency by responding to questions covering nearly 200 topic areas. Respondents from the manufacturing, U.S. financial services and U.S. healthcare industries were also asked to assess industry-specific skills (these findings are available upon request).

Survey Resources

The survey report, along with an infographic highlighting key results, a podcast and a short video, are available for complimentary download at

From March 12 to 14, Protiviti is exhibiting at The Institute of Internal Auditors’ General Audit Management Conference in Las Vegas and has complimentary copies of the survey report available for interested attendees (booth #213). For more information about the conference, please visit:

About Protiviti Inc.

Protiviti ( is a global consulting firm that delivers deep expertise, objective insights, a tailored approach, and unparalleled collaboration to help leaders confidently face the future. Protiviti and its independent and locally owned Member Firms provide clients with consulting and managed solutions in finance, technology, operations, data, analytics, governance, risk and internal audit through its network of more than 85 offices in over 25 countries.

Named to the 2021 Fortune 100 Best Companies to Work For® list, Protiviti has served more than 60 percent of Fortune 1000® and 35 percent of Fortune Global 500® companies. The firm also works with smaller, growing companies, including those looking to go public, as well as with government agencies. Protiviti is a wholly owned subsidiary of Robert Half (NYSE: RHI). Founded in 1948, Robert Half is a member of the S&P 500 index.

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Kathy Keller
Kathy Keller