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A super auditor role with informal networks in mind

The article "Considerations for a super auditor with accountability for the continuous auditing of agile organisations" issued as a draft Note below (Continuous auditing and VNA) introduces some of the factors relevant to the continuous auditing of agile organisations that thrive on informal networks. It also indicates management styles that a super auditor should be aware of that promote the vital energy needed for organisational survival in turbulent times, whatever its stage of maturity.

This and related topics are covered in the note including a simple example of how systems designers should incorporate informal networks and how users can develop their roles, become energised and convey their requirements to the system providers.

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This note is a development of ideas originally outlined in the Note “A contribution to the launch of the ACCA Corporate Governance and Risk Management Agenda and the Corporate Governance and the Credit Crunch Discussion Paper at the House of Lords 17th November 2008.”

It introduces some of the factors relevant to the continuous auditing of agile organisations that are flushed with informal networks and attempts to addresses some key questions:

. How can managements gain part of their assurance on control and business effectiveness from using and trusting informal networks without harming them.
• Can an organisation be considered agile if it is not resilient?
• Can an organisation be resilient if it does not have effective risk management in place?
• Is effective corporate governance required for agility or resilience?

In doing so, it introduces the nature of accountability in the context of informal networks, extends the definition of productivity to introduce “conductivity,” outlines two possible modes of failure based on engineering design practice, tests the application of value networks and analysis for discovering what and how to audit flexibility in workflow, proposes a critical but ignored necessary ingredient for agility and resilience in organisations throughout their maturity cycle, correlates the energy in organisations with strategic management styles expressed as metaphors.

It also indicates management styles that a super auditor should be aware of that promote the vital energy needed for organisational survival in turbulent times.

This is a first draft of a note to connect hitherto largely unrelated elements. The individual elements have been rehearsed with the assistance and support of a network of valued collaborators. At this stage, their work is not acknowledged, but they know who they are through inclusion of their own thinking. It is the intention to add their names to an Appendix as soon as practicable.

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