Innovation for Audit Managers

Managers must understand, deploy, and sustain innovation as a key characteristic of their units. This course shows how to embed innovation and agility in a department’s methodology and administration, key considerations when implementing change initiatives, and techniques to successfully apply the Three Lines Model to provide integrated assurance. It also covers ways to make Internal Audit a more visible contributor to an organization’s value protection and creation infrastructure.

Why you should take this course

For users with an introductory knowledge of this topic, and are searching for additional information and its application.

Here are the topics we'll cover.

1. Change Enablement

   • Change Enablement
   • Change Models
   • Objections to Change
   • Tools Overview to Facilitate Change Initiatives
   • Requirements for a Successful Change Process

2. Strengthening the Evidence We Obtain and Use

   • Facts vs. Opinion
   • Quality of Evidence
   • Poor Quality Evidence
   • Persuasion
   • Force Field Analysis
   • Data Analytics

3. Expanding Our Role

   • New Areas for Audit Review
   • The 8 Es
   • Integrated Auditing

4. Management and Leadership in Internal Audit

   • 10 Key Actions to Remain Relevant
   • Behaviors and Attributes
   • Leadership Types
   • Expectations of Manager-Leaders
   • Maintaining Strategic Relationships
   • Setting Goals

5. People, Processes, and Tools

   • Employee Engagement
   • Key Skills for Managers
   • Troubleshooting Problems
   • Modeling
   • Upgrading our Methodology – Some Tools
   • Upgrading our Methodology – Additional Tools
   • Maturity of the Internal Audit Department

6. Achieving a Higher Level of Thinking

   • Critical Thinking
   • Bloom’s Taxonomy
   • Deductive Reasoning
   • Inductive Reasoning
   • Distracting Techniques
   • Recognizing and Solving Problems
   • Ranking Problems

7. The Three Lines Model