Survey Methodology and Demographics

Protiviti conducted its global 2023 Next-Generation Internal Audit Survey online from November through December 2022. More than 550 internal audit leaders and professionals (n = 573) completed the survey questionnaire, two-thirds of whom reported as a CAE or Audit Director.

The purpose of this survey is to benchmark how internal audit departments are pursuing and implementing next-generation concepts related to people, process and technologies. In addition to questions related to internal audit innovation and transformation initiatives, the survey included questions asking respondents to identify their internal audit function’s level of maturity in 12 next-generation internal audit components under three categories:

Governance
Methodology
Enabling Technology

Survey participants also were asked to provide demographic information about the nature, size and location of their businesses, and their titles or positions within the internal audit department. These details were used to help determine whether there were distinct capabilities and needs among different sizes and sectors of business or among individuals with different levels of seniority within the internal audit profession. All demographic information was provided voluntarily by respondents.

Position

Chief Audit Executive	40%
Audit Director	27%
Audit Manager	13%
IT Audit Director	9%
IT Audit Manager	4%
Audit Staff	2%
Management Consultant	1%
Corporate Management	1%
IT Audit Staff	1%
Other	2%

Industry

Technology (Software/High-Tech/Electronics)	13%
Manufacturing (other than Technology)	8%
Retail	8%
Financial Services – Asset & Wealth Management	6%
Automotive	6%
Financial Services – Banking & Capital Markets	5%
Pharmaceuticals and Life Sciences	4%
Financial Services – Other	3%
Construction	3%
Consumer Packaged Goods	3%
Oil and Gas	3%
Financial Services – Mortgage & Consumer Lending	2%
Financial Services – Private Equity	2%
Healthcare Provider/Services	2%
Insurance (other than Healthcare Payer)	2%
Real Estate	2%
Hospitality, Leisure and Travel	2%
Biotechnology/Medical Devices	2%
Media and Entertainment	2%
Professional Services	2%
Transportation and Logistics	2%
Government	2%
Power and Utilities	2%
Telecommunications and Data Infrastructure	2%
Financial Services – Payments	1%
Chemicals and Materials	1%
Airlines	1%
Higher Education	1%
Healthcare Payer/Insurance	1%
Agriculture, Forestry and Fishing	1%
Construction Aggregates and Building Materials	1%
Healthcare – Integrated Delivery Systems (Provider & Payer)	1%
Not-for-Profit	1%
Warehousing/Distribution	1%
Other	2%

Size of Organisation (outside of financial services) — by gross annual revenue in U.S. dollars

Less than $25 million	2%
$25 million - $99.99 million	3%
$100 million - $499.99 million	4%
$500 million - $999.99 million	30%
$1 billion - $4.99 billion	40%
$5 billion - $9.99 billion	14%
$10 billion or more	7%

Size of Organisation (within financial services) — by assets under management in U.S. dollars

Less than $250 million	7%
$250 million - $999.99 million	4%
$1 billion - $4.99 billion	8%
$5 billion - $9.99 billion	11%
$10 billion - $24.99 billion	42%
$25 billion - $49.99 billion	13%
$50 billion or more	15%

Organisation Type

Publicly held	61%
Privately held	31%
Government	4%
Non-profit organization	3%
Other	1%

Organisation Headquarters

United States of America (USA)	81%
India	5%
Italy	4%
United Kingdom (UK)	3%
Netherlands	2%
Japan	1%
Canada	1%
France	1%
Australia	1%
Germany	1%

Back to survey home

Building Internal Audit’s Relevance

CAEs and internal audit leaders view high-impact reporting and, more broadly, impactful communications as the top driver to establishing and building internal audit's relevance with the board, senior executives and other stakeholders.

People and Talent

A host of talent and skills-related issues represent significant challenges, and opportunities, for CAEs and internal audit leaders and their teams.

Impactful Communications

When identifying the one factor that makes their internal audit functions relevant, the top choice among CAEs and internal audit leaders and professionals is high-impact reporting.

Use of Technology

Investments in advanced analytics, machine learning, AI, process mining, automation, and other uses for data and enabling technology are key drivers of internal audit transformation.

Assessing Next-Generation Internal Audit Maturity Levels

View the maturity ratings for CAEs/Audit Directors and other internal audit professionals in Governance, Methodology and Enabling Technology competencies.

Access to Necessary Talent and Skills

View how CAEs/Audit Directors and other internal audit professionals rate their access to talent and skills within the different Governance, Methodology and Enabling Technology competencies.

Board/Management Support for Acquiring/Developing Talent

View to what extent senior management and the board/committees support acquiring or developing the necessary talent and skills related to Next-Generation capabilities in the internal audit function.

Primary Strategy to Secure Talent and Skills

View the strategies being employed to line up the talent and skills needed within the different Governance, Methodology and Enabling Technology competencies.

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