TED talks RePost: Why the secret to success is setting the right goals

In 2008, a Googler, Sundar Pichai, took on an objective which was to build the next generation client platform for the future of web applications — in other words, build the best browser. He was very thoughtful about how he chose his key results. How do you measure the best browser? It could be ad clicks or engagement. No. He said: numbers of users, because users are going to decide if Chrome is a great browser or not. So he had this one three-year-long objective: build the best browser. And then every year he stuck to the same key results, numbers of users, but he upped the ante. In the first year, his goal was 20 million users and he missed it. He got less than 10. Second year, he raised the bar to 50 million. He got to 37 million users. Somewhat better. In the third year, he upped the ante once more to a hundred million. He launched an aggressive marketing campaign, broader distribution, improved the technology, and kaboom! He got 111 million users.

Here’s why I like this story, not so much for the happy ending, but it shows someone carefully choosing the right objective and then sticking to it year after year after year. It’s a perfect story for a nerd like me.

Watch John Doerr break down the whats, the whys, and the hows of effective goal setting, and how it can be applied to both individual and organizational goals.

Like this TED talk? Watch more here!

 

 

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Audit Scotland ReBlog: The journey to become a Chartered Accountant (with Bonus sing-along opportunity)

My name is Graham Foster and I’m one of the in-house lecturing team with ICAS. Much of my early career involved auditing Scotland’s public services, giving me some early insights into the work of Audit Scotland. After moving into accountancy training, I’ve worked with many Audit Scotland trainees.

I joined the ICAS team in 2016 and deliver training across all three levels of the CA qualification. Let’s look at each of three levels in turn…

Read more about Graham’s journey here.

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Oregon Office of Economic Analysis ReBlog: Oregon Economic and Revenue Forecast, June 2018

The U.S. economy continues to perform well. Economic growth remains above potential and job gains are strong enough to pull down the unemployment rate even as more individuals are looking for a job. The business cycle is not yet waning and the near-term prospects for economic growth are good. The consensus of forecasters peg the probability of recession over the next year at just 15 percent.

However, longer-run forecasts remain relatively muted, in part due to the impact of an aging population and the temporary provisions in the federal fiscal stimulus. From today’s relatively strong cyclical vantage point, three real downside risks stand out. First is the Federal Reserve’s ability to engineer a soft landing. Second is the potential for deteriorating international relations and trade. Third is the recent run-up in energy prices which crimp household budgets in the near-term. To date, actual constraints on growth appear to be minimal, but bear watching in a mature expansion.

Josh Lehner breaks down Oregon’s economic forecast over the next two years. Read more here.

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IIA ReBlog: The Perils for Internal Audit of Donning a “Black Hat”

It’s easy to get typecast as wearing either a “white hat” or a “black hat” — as hero or enforcement villain. When an internal audit department is associated stro​​ngly with the type of investigations that result in terminations or even criminal prosecutions, it can be challenging for anyone in internal audit to be regarded as a true partner.

I don’t mean to imply that internal auditors should avoid participating in tough assignments, including investigations involving potential misconduct. Internal audit​​​ors can provide a unique and invaluable contribution. And, for smaller organizations, it may not be feasible to maintain separate internal audit and investigation teams. But one of the difficulties of taking on a “black hat” role is that changing roles may not be as easy as, well, changing your hat.

Richard Chambers discusses one of the challenges of being an internal auditor, and shares a few suggestions on how to balance the demands of the job with maintaining healthy and productive working relationships within an organization. Read more here.

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Harvard Business Review Repost: What it takes to think deeply about complex problems

The problems we’re facing often seem as complex as they do intractable. And as Albert Einstein is often quoted as saying, “We cannot solve our problems with the same level of thinking that created them.” So what does it take to increase the complexity of our thinking?

Tony Schwartz, president and CEO of The Energy Project, outlines the steps his team takes to tackle difficult and complex questions. As auditors, we are sometimes tasked with examining gnarly, high-stakes problems that have no apparent and straightforward solutions. This requires that we cultivate the kind of thinking that allows us to approach the problem from more than one angle.

Simple answers make us feel safer, especially in disruptive and tumultuous times. But rather than certainty, modern leaders need to consciously cultivate the capacity to see more ­— to deepen, widen, and lengthen their perspectives. Deepening depends on our willingness to challenge our blind spots, deeply held assumptions, and fixed beliefs. Widening means taking into account more perspectives ­— and stakeholders — in order to address any given problem from multiple vantage points. Lengthening requires focusing on not just the immediate consequences of a decision but also its likely impact over time.

Read more here.

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GAO Watchblog Reblog: Personal Information, Private Companies

The recent Congressional hearings on Facebook have highlighted the ways that companies collect and use personal information for marketing purposes.  So, what rights do you have to your own information?

The GAO outlined the lack of comprehensive legislation that addresses privacy in their 2013 report on the subject:

No overarching federal privacy law governs the collection and sale of personal information among private-sector companies, including information resellers. Instead, a variety of laws tailored to specific purposes, situations, or entities governs the use, sharing, and protection of personal information. For example, the Fair Credit Reporting Act limits the use and distribution of personal information collected or used to help determine eligibility for such things as credit or employment, but does not apply to information used for marketing. Other laws apply specifically to health care providers, financial institutions, videotape service providers, or to the online collection of information about children.

The current statutory framework for consumer privacy does not fully address new technologies–such as the tracking of online behavior or mobile devices–and the vastly increased marketplace for personal information, including the proliferation of information sharing among third parties. With regard to data used for marketing, no federal statute provides consumers the right to learn what information is held about them and who holds it.

These findings are still relevant today.

Read more here.

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Methods (to our Madness): How IT audits help keep your $$$ safe

Recently, the Secretary of State Oregon Audits Division released an IT audit of GenTax, the software system that Oregon’s Department of Revenue uses to process tax payments and returns. This month, I sat down to talk to Erika Ungern, an 18 year veteran of the Audits division and the lead for the audit.

Why was the GenTax system selected for an audit?

A lot of the work we do on the IT team supports financial auditors. They need to know that the information they use for their audits is reliable. GenTax is a fairly new system – the Department of Revenue completed the last of four rollouts in November 2017 – so it was a good time to take a look.

What was the goal of this audit?

We were auditing to answer the question: Does the system do what it needs to do? That meant primarily looking to see if there are application controls in place so data remains complete, accurate, and valid during input, processing and output. In this case, GenTax is the software DOR uses to process tax returns and payments – which is something all taxpayers may be interested in.

What sort of criteria do you use to assess how well the controls are in place?

We currently use the Federal Information System Controls Audit Manual, or FISCAM. It’s a standard methodology for auditing information system controls in federal and other governmental entities. It provides guidance for evaluating the confidentiality, integrity, and availability of information systems. The information included in FISCAM ties back to National Institute of Standards and Technology (NIST) publications.

How did you go about gathering information?

This audit, like all IT audits, started with interviews and a review of agency policies and procedures. We need to know how agencies have implemented the technology and how staff are using it. We test different pieces of the technology depending on the answers we get. For instance, if we hear that the agency has specific controls in place, we’ll test those controls. If they tell us they don’t have controls, then that’s our finding. For instance, a lot of agencies don’t have strong disaster recovery controls in place for IT systems. That was the case for this one. We check back on their progress in follow-up audits.

Was there anything unique about this audit?

It was somewhat unique in that we were looking at a system that DOR purchased, and both DOR and the vendor are actively involved in supporting the software. Agencies used to build their systems all in-house, and when we would do an audit, we would only talk to agency personnel. When we do an audit of purchased software, system changes are sometimes made exclusively by the vendor, and our audit questions focus on how the agency makes sure those changes are correct, since we are not auditing the vendor’s change management procedures. In this case, DOR and the vendor both make changes to the system, so we asked both agency and vendor personnel about their processes to ensure the changes were correct.

Another new thing was reporting some results that didn’t hit the materiality threshold. This audit reported on a few things that only affect a small percentage of returns the software processes, like the fact the software doesn’t currently provide notification when taxpayers make a mistake in reporting withholding on their returns that causes them to overpay taxes. These results may end up going hand in hand with the performance audit of DOR’s culture that’s going on right now.

Any other thoughts on auditing for IT auditors, or auditors in general?

You know, IT audits are like a lot of other audits. Getting good results is all about asking the right questions. You don’t always know what they are when you start, but do your best to figure them out!

Read the full audit HERE

Members of the audit team included:
Will Garber, CGFM, MPA, Deputy Director
Teresa Furnish, CISA, Audit Manager
Erika Ungern, CISSP, CISA, Principal Auditor
Sherry Kurk, CISA, Staff Auditor
Sheila Faulkner, Staff Auditor

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