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Speaker, your annual internal audit plan should be built on the analysis of organizational financial risk that the leadership deems critical.
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As we continue this audit series, we have to consider the role of risk when it comes to validating the company's financial health based on that risk analysis, the leadership should be approving topics to be included in the audit plan for that year. You must become an expert at measuring, calculating and assessing risk, so the most critical topics are evaluated and included. We must ensure that risk is considered in all strategic decisions. Please enjoy the episode. Welcome to the finance leader podcast where leadership is bigger than the numbers. I am your host. Stephen McLain, this is the podcast for developing leaders in finance and accounting. Please consider following me on Twitter, Facebook, Instagram and LinkedIn. My usernames and the links are in this episode's show notes. You can also follow finance leader Academy on LinkedIn. Thank you. This is episode number 142, and I'll be talking about measuring and assessing organizational financial risk, and I'll highlight the following topics.
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Number one, analyzing various risk metrics will help identify areas with the weakest internal controls. Number two, why financial risk is the foundation of the audit plan. And three, properly integrating risk into what you audit. Journalist Charles de Haig said, between calculated risk and reckless decision making lies the dividing line between profit and loss. I am talking about risk this week as I continue this auditing series, measuring and assessing organizational financial risk is the heart of auditing. We need to determine where our company is most vulnerable. So we can assess and allocate audit resources to validate issues and to make recommendations on any confirmed findings. Each organization may be resourced differently for risk and for the auditing function. You have to look at how you are performing this process. Some may have a separate risk team, or several risk teams, depending on their industry and clientele, I'll explain this in a broad sense, on how to integrate risk analysis into your annual audit plan. I hope you have been enjoying this series. I opened the series a few weeks ago with a season preview. Now that was in bonus episode number 93 I explained how I would present the audit series over five episodes. Now the first in the series, episode 140 was the audit blueprint, CFOs, Guide to financial integrity. And last week was episode 141 the audit team manager, how audit leadership drives organizational success. Next week, I will talk specifically about developing auditing plans, and then close out this series with an episode on forensic accounting. If you have missed an episode, please go back to listen when you get a chance. I believe it can help you tremendously. As a finance leader, my most important objective in sharing an episode on risk assessment is that I want to ensure you are, in fact, performing this task. This may be a short episode if I can quickly convince you of the importance of integrating risk into your auditing plan, and for the rest of you, it's a reminder and a great review if you understand and then implement a risk protocol when you were not doing it before. I will count this episode as a success. There are various forms of financial risk that should be evaluated, like compliance risk, credit and liquidity risk, market risk and operational and strategic risk.
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I am not going to get too detailed here, but I'll show you a quick summary for risk analysis, which is one way to do it. You can determine a process that fits your organization, based on your industry, your customers, and then your service and product mix. Now, first conduct a cross functional workshop with the help of several internal teams like legal, Treasury, accounting, fpna and then others, to review incidents, audit findings, your risk heat map, if you have one, and then conduct a robust SWOT analysis. This should give you several areas to review for high risk Next, determine key metrics that support those areas of concern. For example, if you are reviewing cash flow, then a metric to be evaluated could be your account receivables and how long it takes to collect money that is owed. Next score and rank those metrics and model those metrics for sensitivity Next determine the effectiveness of an. Internal Controls and review the relevant policies.
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Are they being followed properly? Finally, present risk findings to the audit committee or team, and then add those areas with residual risk to your audit plan for further evaluation. Risk Analysis is something that doesn't sound very fun to do, but it is critical to the company's long term success. If you don't identify areas with the weakest controls or policies that are not working, it may very well affect the company's ability to compete in the business environment and your market overall risk analysis helps to focus the audit team and the leadership to areas of greatest concern first. Now let's talk about assessing financial risks for your organization. Number one, scoring various risk matrix will help identify areas with the weakest internal controls.
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Risk begins with identifying key areas that may have the weakest controls. This gives us areas of concern, where our financials, our policies and company assets, may be vulnerable. Now work with other finance and accounting teams plus legal to identify areas of concern, then score key metrics to identify controls that may not be working. Number two, why financial risk is the foundation of the audit plan.
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Now remember, our goal for an audit is to ensure our financials are accurate.
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Internal Controls are working, and the company assets are protected. The audit also helps us to identify areas that can be improved, for example, cash flow. To dig deeper, we identify key metrics to study are cash flow, which would include policies and procedures to find areas of concern or where company assets are not protected, or where the use of cash may put us at risk for not paying our own bills. A cash flow metric would would be to analyze our own receivables for on time collection of money owed to the company, there's too much at stake to overlook key financial risk areas, and this is why we need to be diligent in our duties, so that we continue to analyze, measure and score these risks to be included. A solid audit plan helps senior leaders to verify that the strategy does not have any areas that can affect the company's financial health going forward, number three, properly integrating risk into what you audit, the risk areas of concern with the weakest controls that still do have a residual risk score should be presented to the audit committee for inclusion into The audit plan, the committee can then make a decision to include those areas in the final audit plan. If you are a senior leader, ensure this process is scheduled and planned so that it happens. Our goal is to validate financial health, which then translates to stakeholders, both internal and external, that our company is viable on the course it's on.
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This gives them confidence, which can include our own employees, our suppliers, our creditors, government regulators and even future investors. Now for action today. How well is your risk management system working? Do you have an active system that invites various internal experts to evaluate the organization's most pressing risks. Please review your system and refine as necessary that best supports the organization.
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At finance leader academy.com you'll find a collection of practical, downloadable PDF guides designed to help you excel as a finance leader, whether you want to coach your team to higher performance, master the art of financial storytelling or sharpen your Excel skills, we've got you covered. Each guide is available for instant download after purchase, no waiting and no hassle. Visit finance leader academy.com click store in the menu and then start upgrading your skills. Today, you can find a link in the episodes show notes. Today, I talked about measuring and assessing organizational risk, and I highlighted the following points. Number one, scoring various risk metrics will help identify areas with the weakest controls. Number two, why financial risk is the foundation to the audit plan. And three, properly integrating risk into what you audit. Again, my objective for this episode is to highlight the need to conduct a risk review so that is considered for the development of the annual audit plan risk is used to highlight the significance of strategic objectives, overall performance and governance, more specifically, the level of compliance the organization has continue to refine and improve your risk management system so you continue to identify the most. Most important gaps in your internal controls and operational policies are your standard operating procedures working effectively. Next episode, I will be talking about developing an annual internal audit plan that makes sense. I hope you enjoyed the finance leader podcast. You can find this episode wherever you listen to podcasts. If this episode helped you today, please share with a colleague until next time, you can check out more resources at finance leader academy.com and sign up for my weekly updates so you don't miss an episode of the podcast, and now go lead your team and I'll see you next time. Thank you.
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