The IIA’s 2023–2024 Global Board chair, Sally-Anne Pitt, says a shift in perspective will set the stage for the future of internal auditing.
As a profession, internal auditing has reached its own “think different” moment.
Think Different
Articles Sally-Anne Pitt, CIA, CGAP Aug 08, 2023
Just over 25 years ago, one of today’s most recognized brands released a bold new advertising campaign, marking its launch into a new era of creativity and groundbreaking ideas. The slogan, “think different,” signaled the company’s efforts to reinvent itself with a focus on innovation. At the same time, it encouraged consumers to embrace individuality, question the status quo, and expand their horizons.
The campaign included a series of TV advertisements that showcased influential figures from various fields known for pushing the boundaries of convention. The company, of course, was Apple Inc., which has since become one of the most innovative and valuable organizations in the world.
As a profession, internal auditing has reached its own “think different” moment — and that’s why I’ve chosen this phrase as the theme for my tenure as chair of The IIA’s Global Board of Directors. We face a host of challenges and opportunities that require new ways of looking at things. With increased interconnectedness around the globe, a continually evolving risk landscape, rapid evolution of technology, and ever-changing stakeholder expectations, we must position ourselves for the future and be willing to explore new ideas.
I see four fundamental areas, in particular, where we need to “think different”: the way we collaborate, the skills and backgrounds we bring to the table, the perspectives we offer, and how The IIA operates as a global organization. By embracing an expanded mindset across these areas, we can unlock new possibilities and forge ahead in a world that demands adaptability.
Different Relationships
While internal audit on its own can be a powerful asset, we can enhance our impact by exploring collaborative opportunities with other functions. We should be aware of what assurance providers across the organization are doing and look to coordinate with them where potential synergies exist. Developing relationships with second- line units, in addition to management, can help us better understand where the risks and opportunities lie.
Of course, independence remains a core tenet of our profession. But to an extent, we may have hidden behind concerns about independence to the point where it constitutes a disservice to clients. We need to be careful not to completely separate ourselves from the business, as too much distance can limit our ability to understand what’s happening in the organization and which areas may require our attention. Excessive emphasis on independence, in other words, can actually diminish the value we add. And it can deprive the organization of the skills, resources, and benefits we offer as a profession.
The key is to achieve the right balance. We need to collaborate and build relationships, without being compromised by them. We need to rethink our place in the organization and how we interact with stakeholders at all levels. And we need to adopt a fresh perspective on how best to deliver value, what information and resources are required to get there, and how we can better align our efforts with organizational needs. By doing so, we can better position ourselves as strategic partners and help ensure the organization’s long-term success.
Different Skills and Backgrounds
Another way to enhance the level of service internal audit provides is to make sure our expertise and skills match organizational demands. The most effective way to deliver value can vary significantly from one organization to the next — we need to be mindful of that as we look at talent management within our teams.
For example, suppose you're creating an audit department within a newly formed government agency. Before it becomes operational, the agency needs to focus on building systems and processes, hiring staff, creating frameworks, defining objectives, and so on. The most relevant audit services in that circumstance would likely be more traditional in nature and focused on the control environment. Therefore, meeting stakeholder needs does not necessarily mean bringing the latest, most cutting-edge skills to bear.
Different Points of View
We also need audit functions with the right mix of perspectives; otherwise, we may fail to fully grasp the unique challenges of our stakeholders. For example, if a team consists entirely of individuals from the same cultural background, then it may be difficult for internal audit to effectively serve an organization whose client base comprises culturally and linguistically diverse communities.
To ensure audit functions possess the type of thinking and approach that best suits the organization, we need audit leaders who appreciate the value of diversity — those who can assemble teams with far more than one common set of experiences. The process should involve consideration across multiple dimensions, including diversity of thought, worldview, background, and culture.
Diversity makes good business sense; it helps bring a variety of perspectives to problem-solving and enhances creativity. And the more creative we are, the more likely we are to innovate and develop unique solutions. Teammates can benefit professionally from diverse teams by receiving exposure to approaches and ideas different from their own. It’s also desirable from an equity and fairness perspective, as attention to diversity can help create space for different people to be involved in opportunities they haven’t been historically. And ultimately, we will be a stronger profession with a greater variety of people participating in it (see “A Spectrum of Talent”).
A New and Different Vision
Recognizing the need for internal auditors to adapt and change, The IIA also must evolve to provide relevant guidance and support to its members. The Global Board is committed to actively engaging with internal auditors to understand what they need from their association. We’ll look to better gauge what’s important to you, what you value, and what assistance you’re seeking to help meet stakeholder expectations. That involves making sure we understand what’s relevant to specific countries and regions — and not just applying a one-size-fits-all approach across the globe.
The IIA’s affiliate structure spans more than 100 countries — and we will continue to leverage that presence to gauge how best to serve practitioners in different parts of the world. It enables the Global Board to set a more relevant agenda and develop strategies based on priorities expressed across our diverse range of stakeholders. We’re also looking at how affiliates can work together on common projects so we can better harness our collective knowledge to make enhancements broadly across The IIA.
To further inform IIA initiatives and the work of the Global Board, The Institute has launched an ambitious effort to envision the future of the internal audit profession. The Vision 2035 Project is geared toward helping us determine what the profession will look like over the next 10 to 15 years and forming a comprehensive, integrated, and forward-looking vision. We’ll use this information to help develop our longer-term strategic planning and help answer questions such as how we should deliver training, what our association means for different constituencies, what type of work practitioners should be performing, and how we collaborate with the second line. The project is a key component of our commitment to “think different,” and it will play an instrumental role in defining the internal audit profession over the next decade.
Embracing New Possibilities
As we reimagine internal auditing and prepare for the challenges ahead, I encourage practitioners at all levels to consider the many ways of contributing to the profession. For audit leaders seeking to hire, there are so many individuals with unique backgrounds that could further enrich the profession’s talent pool. We should keep an eye out for those candidates who don’t necessarily fit the internal auditor stereotype but can still add great value. And for staff and mid-level auditors with untapped potential, your experiences and talents should not be underestimated. They can be brought to bear toward organizational problem-solving — as well as leveraged through volunteer opportunities at local IIA chapters and affiliates.
The more we celebrate our experiences and recognize our individual skills and abilities, the more value we can add as a profession. By adopting a “think different” mindset, we can embrace innovation and make a greater impact in our organizations. I look forward to seeing what we can accomplish together.
It's About the Journey
My career path has been an exciting one, winding through numerous roles and challenges. After receiving a master’s degree in public policy, I worked with remote Aboriginal communities through public sector health and housing agencies in central Australia. I later moved to Darwin, where I served in various government roles for nearly a decade, eventually leading to a position at a public sector risk and audit function.
Although I never intended to make a career of internal auditing, it led to my husband and me establishing our audit consulting business, which we’ve now operated for 20 years. We work across two key areas: performance audits in government agencies and internal audit quality and capability building across both the public and private sectors.
Outside of my professional activities, I enjoy the outdoors, especially cycling. My husband and I love soaking up the cafe culture and visiting craft breweries within riding distance. We live in the inner city of Melbourne, located near the Yara River and the Parklands — a particularly cycle-friendly area, with lots of bike paths and scenic routes to explore.
I also love travel, and I’ve been fortunate to visit many places outside my home country with my family as well as through my involvement with The IIA. I’ve especially enjoyed getting to meet people from different countries and gaining a better appreciation for unique cultures and perspectives. Just like in cycling, where the journey is as important as the destination, I have learned to embrace every moment, enjoy the scenery, and appreciate the people I have met along the way.