عرض العناصر حسب علامة : التحول الرقمي
الثلاثاء, 01 نوفمبر 2022 08:54
المالية: حصر المجتمع الضريبى بشكل أكثر دقة فى ظل توجه الدولة للتحول الرقمى
قال رضا عبد القادر مساعد وزير المالية لشئون مصلحة الضرائب أنه وفقا لتعليمات وزير المالية بمتابعة وحصر المجتمع الضريبي بشكل أكثر دقة خصوصًا فى ظل توجه الدولة للتحول الرقمى، وميكنة مصلحة الضرائب،
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ضرائب
الثلاثاء, 01 نوفمبر 2022 08:52
أبوغزاله يبحث مع وزير المالية السوري سبل تطبيق معايير المحاسبة الدولية في القطاع العام
استقبل وزير المالية السوري الدكتور كنان ياغي في مقر الوزارة سعادة الدكتور طلال أبوغزاله رئيس ومؤسس "طلال أبوغزاله العالمية" حيث بحث الجانبان سبل تطبيق معايير المحاسبة الدولية في القطاع العام، وآخر التطورات في مجال التحوّل الرقمي.
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معايير محاسبة
موسومة تحت
الثلاثاء, 01 نوفمبر 2022 08:51
"أبوغزاله العالمية" تفوز بجائزة الاتحاد الدولي للمصارف العربية في "التميز في دعم التحول الرقمي في الوطن العربي"
فازت مجموعة طلال أبوغزاله العالمية بجائزة التميز في دعم التحول الرقمي في الوطن العربي والتي يمنحها الاتحاد الدولي للمصارف العربية.
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محاسبة و مراجعة
موسومة تحت
الخميس, 04 أغسطس 2022 07:46
رسالة دكتوراه: أثر التحول الرقمي على مهنة المحاسبة والمراجعة والتعليم المحاسبي في ليبيا - المعوقات والحلول
تهدف الدراسة إلى تحديد أثر التحول الرقمي على مهنة المحاسبة والتعليم المحاسبي، حيث يبحث عن تحسين قدرة أداء المحاسبين في ظل التحول الرقمي ومواكبة التقنيات الرقمية، كذلك تطوير المناهج التعليمية بما يواكب هذا التطور، وتحديد المعوقات التي تقف حائل أمام التحول الرقمي.
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رسائل ماجستير و دكتوراة
الأحد, 12 يونيو 2022 07:53
الهيئة السعودية تطلق خدمة "إيداع البيانات إلكترونيا"
أطلقت الهيئة خدمة "إيداع البيانات إلكترونيا" وتتيح الخدمة للمرخصين بتقديم خدمات الزكاة والضرائب، تزويد الهيئة بالبيانات والمعلومات المطلوبة سنوياً بشكل إلكتروني لتحقيق سهولة ودقة المعلومات المدخلة.
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محاسبة و مراجعة
موسومة تحت
الأحد, 06 مارس 2022 10:01
مواكبة الدور المتطور للمدير المالي
تطور دور المدير المالي في العام الماضي أكثر مما كان عليه في السنوات الخمس الماضية، بسبب التحول الرقمي الهائل الذي حدث استجابة للوباء. بينما تستمر الأرقام -من تلك المرتبطة بمقاييس الأداء إلى المحصلة النهائية -في أن تكون محور التركيز الأساسي، يُطلب من المديرين الماليين اليوم لعب دور رئيسي في قيادة الأجندة الإستراتيجية الأوسع للمؤسسة.
معلومات إضافية
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المحتوى بالإنجليزية
The role of the chief financial officer has evolved more in the last year than in the past five years, due to the massive digital transformation that took place in response to the pandemic. While numbers — from those associated with performance metrics to the bottom line — continue to be a primary focus, CFOs today are now being asked to play a key role in driving the organization’s broader strategic agenda.
Those agendas increasingly feature digital transformation as companies seek to leverage artificial intelligence, the Internet of Things and other technologies to gain a competitive advantage in a continually changing business environment. And it’s not uncommon to find CFOs at the forefront of these efforts.
A PWC US Pulse survey in August reported that 68% of the finance leaders surveyed plan to invest in digital transformation over the next 12 months. That’s in line with a 2021 Gartner CEO Survey: The CFO Perspective in which 82% of the respondents said there was intent to increase investment in digital capabilities in fiscal year 2021 compared to FY2020.
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CFOs are creating and executing insight-driven strategies that drive and support technology-powered change throughout the organization, and creating cultures open to new ways of working. Furthermore, CFOs are employing a more holistic view of the business, and championing data-driven decision making, to future-proof the organization and make teams more agile and resilient.
Let’s examine why and how these specific changes to the CFO role came to fruition.
Pandemic-influenced acceleration
While the CFO role has been evolving for years, its expansion into the realm of digital transformation ramped up throughout the pandemic. As COVID-19 lockdowns were imposed, many organizations digitized processes to support remote work operations.
Investments in digital technologies and the supporting information technology infrastructure were essential in enabling these organizations to adapt and thrive amid unprecedented disruptions, and CFOs prioritized the budget for this enablement.
The pandemic also provided a strong proving ground for the value of advanced data analytics. Armed with data, CFOs and finance teams were able to generate insights that enabled the organization to pivot to alternative markets and suppliers and adapt to new ways of working in response to sudden business and market shifts.
The success of those efforts, which includes positive ROI on digital investments, has encouraged many CFOs to advocate for faster and increased digital transformation due to the favorable short-term performance outcomes. CFOs also see the potential for long-term value creation and are making more investments.
The digital transformation of finance functions
Digital technologies aren’t just changing business operations and customer experiences. These technologies are reshaping finance and support functions — and the CFO role.
Automation, AI, machine learning, process analytics and other technologies are being used to streamline workflows and eliminate many tedious, repetitive tasks. That includes manual workflows associated with areas like accounts payable, compliance, and risk management. The results of this evolution are plentiful: increased productivity, less human error, reduced costs, and higher-quality outputs.
The technologies are also freeing CFOs up from the many manual processes that typically take up time, like signing and sending back checks, so the focus can be reassigned to higher-level, more strategic endeavors. It allows for better use of the CFO’s expertise and experience, and allows for the ability to provide greater value to the organization.
In addition, the elimination of manual processes provides CFOs with more bandwidth to create meaningful roles for the finance team. That enables team members to devote more time to high-value activities as well and move past paper pushing, essentially creating a trickle-down effect. It also contributes to greater career satisfaction which can improve employee morale.
Harnessing the power of data
Data analytics have long been used by CFOs and the finance team to help manage business activities. Through digital transformation, CFOs can do much more — and do it all faster and more cost-effectively.
CFOs can easily gather data from numerous disparate sources, clean it, label it, organize it, store it and ensure it meets compliance requirements. With just a click or two, finance leaders can access the data needed, drill down, slice and dice, and perform ad-hoc analyses. This access allows for real-time delivery of insights and the ability to create easy-to-understand visualizations for human resources, sales, procurement, operating divisions, business units and other internal customers throughout the organization.
This data-driven information can be used to develop process improvements, ensure compliance, and enhance employee and customer satisfaction. It can be used to identify new market and profit opportunities, measure and manage business performance, and run simulations. It can help organizations hedge against volatility and respond faster to changes.
Ultimately, the result is that CFOs are becoming data scientists as much as finance professionals. With the ability to interpret data and connect data points, these leaders are also becoming storytellers — including the hows and whys. With this information, CFOs can walk through the steps that are informing decision making behind specific objectives, strategies, and success definitions.
Seeking resilience and readiness
With technology and customer expectations constantly changing and the amount of data growing exponentially, digital transformation is considered an ongoing journey. CFOs are steering efforts to keep forward momentum. Doing so requires continuous innovation and the ability to anticipate, respond and adapt to changes, challenges and opportunities as they arise.
It’s not enough for CFOs to employ the latest technologies or drive company-wide technology adoption. It’s now about striving for digital resilience. Digital resilience enables organizations — and CFOs — to rapidly adapt to business disruptions and capitalize on changing conditions, two factors that should be included in every business continuity plan moving forward.
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موضوعات متنوعة
الخميس, 13 يناير 2022 11:23
مصلحة الضرائب: نسعى لوضع مصر قى الصفوف المتقدمة
قال رجب محروس، مستشار رئيس مصلحة الضرائب المصرية، إن هناك تحول رقمى من ضمنه محاور اتخاذتها وزارة المالية مع مصلحة الضرائب المصرية، تنفيذاً للتوجهات الرئاسية وتحول مصر من المنظومة الورقية إلى المنظومة الرقمية.
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ضرائب
موسومة تحت
الإثنين, 28 مارس 2022 09:50
ما هي عوامل النجاح في التحول الرقمي؟
بالنسبة لأي شركة أو عميل، تهدف مبادرة التحول الرقمي إلى تحسين العمليات والبيانات وإعداد التقارير باستخدام الوسائل التي تدعم التكنولوجيا.
معلومات إضافية
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المحتوى بالإنجليزية
What are the Success Factors for Digital Transformation?
by Bob Green
For any firm or business client, a digital transformation initiative is intended to improve processes, data, reporting – or any combination thereof – using technology-enabled means.
Oct 22nd 2019
At our firm, our advisory team consists of product-agnostic systems advisors. We don’t resell or implement any software; rather we are retained to ensure that risky systems projects, which are also digital transformation initiatives, end successfully.
These initiatives start with establishing project governance parameters, development of project charters and project plans. These continue into documentation of key functional requirements, evaluating and selecting vendors and eventually implementing and optimizing the solutions.
The contents of this post can apply to many industries and a wide array of digital transformation initiatives. As a CPA, this may apply to initiatives your firm undertakes as well as to situations where your clients may be undertaking one, as well.
Level Set: Have You Been Through Digital Transformation Initiative?
If so, what factors impacted its success (or failure)? Consider what went well, what didn’t, and how you could have improved the situation had you known the outcome in advance. Perhaps you’ve been burned by a bad implementation or misleading software sales experience.
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Maybe a project that never finished went way off track and exceeded budget. In such case, you’d likely have pitfalls and warnings solidified in your memory. Or perhaps you’ve had a positive experience with a complex technology initiative. If so, you’re in the minority.
Either way, I’m sure that you’d agree that having a productive, collaborative and respectful relationship with software integrators and vendors is among the table stakes, right? There are other factors that impact success, which are enumerated in this post.
However, let’s set the record straight in that some of the larger software companies are focusing more and more on the success of their customer experiences. Within the last two years, I had the opportunity to lead discussions with distinctly different audiences while presenting at executive meetings held by two of the largest ERP and CRM software publishers. Each meeting focused on ERP and CRM Project Success Factors.
The audiences were owners of ERP and CRM software implementation firms and sales executives responsible for ERP and CRM sales and client success. I’m happy to report the meetings were productive, constructive, very interactive and ended with everyone in sync on the success factors that I’m about to share.
Before I do, however, think about the responses to the question asked above before you review our suggested success factors below and see how much we are in sync. What follows are the factors we’ve learned through many decades of experience to be most critical to success of digital transformation initiatives.
4 Leading Success Factors for Digital Transformation Initiatives
1. Clarity of Purpose
Be clear about what you’re attempting to accomplish, and establish the intended results that you expect to achieve. Define your scopes, including areas most impacted and not. And, assess your risks of achieving your results. And, be clear about whether your functional and business requirements include changing processes, or not.
2. Leadership and Managing the Change
Most ignored, yet among the top 2 reasons for failure. Your initiative must be sponsored by executives who are going to endorse, provide resources, and ensure that the disruption to the business is best planned for, and achieved. It takes guts to take on Digital Transformation initiatives, considering how often they run off the rails and never get done. Establish a plan, a charter, and develop a Change Management strategy using internal Organizational Development professionals. You’ll focus on preparing your organization at all levels, and build more effective leaders at the same time. And, assess how your unique culture will fit with the approach and personnel from your key vendors.
3. Experience, Team and Technical Skills
If you’re undertaking a Digital Transformation initiative without team leaders with experience in working on these types of projects, please stop. Hire or retain personnel who have been through this sort of thing. And, be sure that your team represents the right business functions and have requisite skill and authority to commit the organization to changing business processes. You need to bring your “A Team.”And, frankly, so do the vendors.
4. Product (yes, it’s last)
Although people and leadership, planning and strategy are listed above due to their higher impact on success, let’s not forget about the “products” you are seeking to implement in your digital transformation initiative. For most organizations, there are multiple offerings in the technology market from which to choose – choose wisely, based on independent research and be sure to seek the right integration/implementation professionals to help with making the product(s) work for your organization.
Final Thoughts
About to undertake a digital transformation initiative or are dealing with an initiative that’s going in the wrong direction? If you’re headed into - or are struggling during - the experience, you may want to pause and consider how to rethink your project, strategically. Pay attention to the key factors listed above: People, strategy, clarity, direction and communication.
These are words we all know but, keep them posted on the white boards in your offices. These projects by nature are disruptive. Taking a planned and mature, strategic approach can mitigate your risk of failure. Hire the right personnel, or seek professionals. Good luck!
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تكنولوجيا المعلومات
موسومة تحت
الثلاثاء, 04 يناير 2022 12:05
رسالة ماجستير: قياس أثر جودة المراجعة على دقة تنبؤات المحللين الماليين بأسعار الأسهم في ظل التحول الرقمي للشركات المقيدة بالبورصة المصرية
هدف البحث إلى قياس أثر جودة المراجعة ( معبراً عنها بنوع المراجعة، حجم مکتب المراجعة، وتحفظ تقرير المراجع عند عدم تحقق جودة الأرباح) على دقة تنبؤات المحللين الماليين بأسعار الأسهم فى ظل التحول الرقمى للشرکات المقيدة بالبورصة المصرية
معلومات إضافية
- البلد مصر
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رسائل ماجستير و دكتوراة
الخميس, 22 سبتمبر 2022 09:14
القادة الناشئون: أين هم الآن؟
التدقيق الداخلي مهنة وجهة استثنائية. يعد الارتقاء من خلال الرتب الإدارية في المؤسسة إلى منصب الرئيس التنفيذي للتدقيق (CAE) أمرًا مجزيًا وصعبًا، والعمل ضروري للمؤسسة. في الوقت نفسه، تشير الأدلة القوية إلى أن مهارات التدقيق الداخلي تمكّن الممارسين من الإجابة حتى على أكثر الفرص غير المتوقعة والتفوق في المناصب القيادية خارج الحدود التقليدية للمهنة.
معلومات إضافية
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المحتوى بالإنجليزية
Emerging Leaders: Where Are They Now?
Internal Auditor follows up with past Emerging Leaders to learn how their careers have progressed — from rising through the ranks to springboarding into other professions.
Russell A. JacksonNovember 08, 2021Comments
Internal audit is an exceptional destination profession. Rising through an organization’s departmental ranks toward a chief audit executive (CAE) post is rewarding and challenging, and the work is essential to the enterprise. At the same time, powerful evidence indicates that internal audit skills empower practitioners to answer even the most unexpected of opportunity’s knocks and excel in leadership posts far outside the traditional boundaries of the profession. Some of Internal Auditor’s past Emerging Leaders are climbing the ladder, some are at the top and exploring ways to expand their spheres of influence, and some use their internal audit skills in strikingly diverse careers.
ELEVATING CREDIBILITY
Thokozani Sihlangu is focused and ambitious. When he was named a 2020 Emerging Leader, he was senior audit manager, Quality Assurance, at Absa Group in Johannesburg. He took a job as senior audit manager with Standard Bank in December of that year, and is now head of Transactional Products and Services Audit. His role is at a strategic level, he says, allowing him to contribute to Group Internal Audit’s strategy formulation — and then customize a strategy for the business unit he leads and execute against that strategic direction.
Sihlangu heads a team of business auditors and data scientists, reporting key audit insights, material audit items, and audit themes to governance committees. Leading it well demands that he maintain excellent relationships with key executive stakeholders, too. His team also provides traditional audit assurance against the audit plan and modern modes of assurance in the form of strategic technology project assurance and data-led audit reviews.
As such, Sihlangu’s long-term career plans haven’t changed, and are right on track. “I am proud that I managed to achieve most of the plans I had for myself when I was in university, which was to attain an MBA and be head of an audit unit before age 35,” he says. “Being an Emerging Leaders honoree was a dream come true, and it has elevated my credibility in the profession.”
EXPANDING RESPONSIBILITIES
Nora Kelani, a 2017 Emerging Leaders honoree, has, as she puts it, “reached the top of the internal audit ladder” at her firm, so now she’s focused on expanding her responsibilities outside the traditional aspects of the profession. Indeed, the internal audit senior manager at Trust Holding–Nest Investments in Amman, Jordan, is working on a Certification in Risk Management Assurance and an MBA. After 2017, her position evolved, she notes, and now she reports directly to the board of directors of the holding company she works with. It owns and supports multiple insurance subsidiaries, a reinsurance company, a bank, and other large investments across Europe, the Middle East, and North Africa.
Kelani’s job involves working in, and traveling to, several of the company’s far-flung locations. She served on The IIA’s Global Advocacy Committee from 2018 to 2020 and this year was tapped to serve on The Institute’s Global Advocacy Advisory Council.
Expanding her scope has enabled Kelani to provide a variety of consultancy and advisory services — risk management, governance, information and communications technology, operations, and general business consultancy — to numerous stakeholders in different industries. That capability, she says, proves to her that internal auditors add value in advisory and consultancy functions just as much as in traditional audit tasks. “My career has flourished both vertically and horizontally just as I’d hoped it would and has exceeded my aspirations at certain points,” she says. Moving forward, she wants to seek positions where she empowers others, advocates for governance and internal controls, influences strategies, and participates in setting the vision of the organization.
IMPLEMENTING CHANGE
Derrick Li began his career in internal audit at a large accounting firm before signing on with Vancouver’s South Coast British Columbia Transportation Authority (TransLink) for his next career rung, a post as manager, Enterprise Risk and Capital, at subsidiary Coast Mountain Bus Co. (CMBC). Next, he was division manager, Business and Advisory Services, at Metro Vancouver, a separate entity. Li then moved to TransLink headquarters as director, Internal Audit and Performance Improvement. He was there when he received an Emerging Leaders honor in 2014.
Li then moved to a role as executive director, Finance and Corporate Services, at CMBC in 2018. Two years later, he jumped to his current job as chief operating officer (COO) at Lawson Lundell LLP, a large Vancouver law firm. He oversees business, administrative, and financial operations, and serves on the executive committee, focusing on the firm’s growth strategy and execution. “My career has far exceeded my expectations,” Li says. “Making the transition from CAE to an executive was always in the back of my mind, but I didn’t think I would transition this early in my career.”
He adds, “I can honestly say that I wouldn’t be where I am in my career without the tremendous experience I gained as an internal auditor.” In his last role at CMBC, he served additionally as chief financial officer (CFO) and corporate secretary, so he had the chance to interact with internal audit regularly — as an audit client and as part of quarterly internal audit/board interactions. That expanded his perspective: “Internal auditors have a unique opportunity to learn every facet of an organization,” Li says. “They can do a lot more, whether moving onto the management side of things or proactively providing advisory services to management.”
Li says he especially appreciated the variety and scope of his work as an internal auditor. “Every hour of your day could be spent on a different topic and dealing with all levels of an organization,” he says. As COO of a law firm, that’s still true, he adds — and now he can implement change directly.
SPRINGBOARD TO PARTNER
Joseph Harrington has moved from a staff position to partnership at PricewaterhouseCoopers (PwC) since his 2014 Emerging Leaders honor and from providing outsourced internal audit services to heading up artificial intelligence (AI)-related activities. As a principal at PwC Labs in New York, he says, his career has become more technical than anticipated, so his approach is a bit different. “It’s more about how I can leverage technology the best way possible, versus what I know myself and can teach to my team,” he says.
He’s a co-leader in his new post, providing AI and machine learning capabilities to help internal teams deliver services — including audit services — to clients more efficiently and to help clients that use PwC technology to accelerate internal processes on their own. Harrington likes helping clients embed security and control by design.
Using machines presents risks, but they don’t tire or have bad days, he explains. Rather, “they provide consistency, which is difficult to measure when it’s just humans performing vouching or tracing.” And while some biases are unique to machine learning models, he adds, his team can help control for them with an approach that includes humans and technology. “It’s not about a person versus a machine,” he says. “It’s about a person versus a person with a machine.” The latter is more efficient. For example, full population testing — not just sampling — is only possible using machines to kick out anomalies for a person to substantiate or refute.
Harrington joined PwC from a small boutique consulting and internal audit firm, where he provided outsourced internal audit services to banks and credit unions. At PwC, he initially worked in a risk and compliance analytics group that primarily provided U.S. Bank Secrecy Act and anti-money-laundering analytics.
But his career quickly pivoted when the Financial Accounting Standards Board announced not-yet-effective lease-related standards updates in 2018. “When that occurred, I worked with another partner at PwC to build out a natural language processing platform to help read and understand lease documents for our clients, helping them save time and money on properly recording them on financial statements,” Harrington says. That change was a springboard to his PwC partnership offer in 2019.
LEVERAGING INTERNAL AUDIT KNOWLEDGE
Since her 2013 Emerging Leaders honor, Kayla Carter has moved from providing internal audit services to external clients to an internal role focused on driving digital transformation — and from Kansas City to San Francisco. Now senior director, Business Process and Technology, at Protiviti, Carter supports the executive team in executing the firm’s global internal digitalization and business transformation strategy, including streamlining processes across all areas of the worldwide enterprise. She’s responsible for organizational change management for the executives’ initiatives, project governance, and ongoing support of production environments.
“My job is challenging, but in a good way,” Carter says, adding that she enjoys working with colleagues across the globe to make day-to-day tasks easier and reporting and analytics better. Her job is different these days, she notes, but she leverages the knowledge she gained from internal audit every day. “My goal is to help improve and streamline the same business processes I used to audit,” she says. “There is always room to improve and make things better.”
MAKING ORGANIZATIONS STRONGER
Embracing Leadership Individually
The Emerging Leaders honor means something different to each person who receives it, just as leadership itself is a personal trait that each individual understands and expresses in a unique way. Some base it on their daily tasks; leaders lead, in other words. Carter says she feels like a leader because she formerly led teams on internal audit client engagements and now helps lead her company through its transformation journey. Sihlangu leads a team of seven in his job and recently joined the IIA–South Africa Chapter’s board of directors.
Others grapple with the nuances of what it means to lead, though; moreover, their examples show that the traits that make a leader may be lasting, but confidence in expressing them may come and go. Harrington didn’t feel like a leader at the time of his honor because he was one of many performing traditional internal audit services. Now, though, he’s filed two patents and helped lead a global team of 300 professionals, many of them deep technologists. “It’s in that pivot to exploiting technology that I now feel like a leader in my profession,” he says; indeed, he’s “one of the world’s leading experts on leveraging data science to deliver business value.”
Li says he felt like a leader seven years ago as CAE, when he managed the internal audit group and was a leader in his local professional community. But being an executive is quite different, he finds. “There is more of a spokesperson or brand ambassador component that I didn’t realize,” he notes. Zitting says he felt like a leader in 2013, but isn’t sure he does anymore, even though his leadership responsibility is bigger. “I find that the further my career advances, and the closer to the top of an organization I get, the easier it becomes to doubt my own leadership or believe I am not good enough,” he says. “I’m sure that feeling only makes us stronger as leaders.”
Dan Zitting, a 2013 Emerging Leaders honoree, is now CEO at Vancouver’s Galvanize — recently acquired by Diligent Corp. — and he says he believes in internal audit as much as ever. “From the minute I started building technology for use in audit, risk, and compliance rather than focusing on being a practitioner, I was in love,” he says. “I am exactly where I would like to be, running a technology business focused on making organizations stronger through technology.”
Zitting started his career at EY in Denver providing internal audit, risk analytics, and U.S. Sarbanes-Oxley Act of 2002 compliance services, then co-founded and helped run Linford & Co. LLC, a New York IT risk advisory professional services firm. In 2010, he founded New York’s Workpapers.com, a software-as-a-service internal audit and compliance management platform that was acquired by the company that became Galvanize.
“Organizations are waking up to realize that their purpose is every bit as important to today’s employees, customers, and investors as their profits,” Zitting stresses. “We should build people, processes, and technology that are as strong in measuring and managing strategy and governance as in managing financial results.” He has never wavered in his belief, he adds, that internal audit has the most responsibility of any part of an organization for building and overseeing those capabilities.
A BRIDGE TO BROADER HORIZONS
Hui Jing, a senior finance manager at HP Inc. in Singapore, extols the benefits of using internal audit experience as a bridge to broadening professional horizons. “I would have never imagined having the opportunity to move across so many different roles and, best of all, to leverage my previous experience in risk, controls, and governance the way I do today,” she says.
When Jing was an Emerging Leaders honoree in 2013, she was an internal audit lead at HP, where she’s since taken on multiple roles in finance — implementing accounting and governance frameworks for new business models, managing unprecedented foreign exchange market volatility, driving profitable business growth, and guiding investment decisions. Now the Greater Asia senior finance manager, she’s responsible for the financial performance of developed and emerging markets in the region.
“Effective data analytics and an increasing reliance on IT systems and controls will shape the future of internal audit,” Jing says. “A great example is the focus many audit functions have today on data analytics and digital transformation.” Because business dynamics evolve so rapidly, she adds, internal audit plays an important role both in preempting business, financial, IT system, and compliance risks and in helping shape the organization’s responses to those that emerge.
A RISK GO-TO PERSON
“Having seen many people come and go, I would say that internal audit is not everyone’s calling,” Jing says. “But having personally embarked on this journey, I feel it is a great way to be exposed to different businesses, processes, and systems.” The profession demands thinking with an open mind and making assessments objectively, systematically, and logically, she adds. Success, she stresses, comes from being viewed by stakeholders as a trusted partner and a go-to person on all matters involving risk.
“I believe a leader should be ambitious, yet authentic and influential, to take other people along on his or her vision and strategy,” Jing says, emphasizing her company’s talent development program and the benefits she’s received from it. “They enabled me to grow from a young talent into the leader that I am today,” she says. Acknowledgment from The IIA doesn’t hurt. “Being an Emerging Leaders honoree indeed opened my eyes,” Kelani says. “While I avoided acknowledging my leadership traits before, perhaps as a way to champion humility, today I totally embrace being a leader with all my heart.”
The key, she adds, is understanding that leadership is a responsibility, and not just more stripes on a uniform or certifications after a name. It comes from inside and must be wielded wisely to be wielded well.
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