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Auditors navigate a state of ‘permacrisis’

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Richard Chambers is seeing a neverending series of crises confronting internal auditors and posing risks to their organizations.

A former chairman of the Institute of Internal Auditors, Chambers currently chairs the UNICEF Audit Advisory Committee and is senior advisor of risk and audit at the audit technology company AuditBoard. His fourth book, “Connected Risk: Conquering the Perilous Risk Exposure Gap,” was published last month.

“The premise behind the book, and it’s something I’ve been talking about now for the better part of the last three years, is that it’s almost like when the 2020s dawned,” he told Accounting Today. “The switch was flipped in terms of risk, volatility and risk velocity.”

Richard Chambers NAU image

Richard Chambers

With a consequential election approaching, potential risks are top of mind for many voters. “Risks became much more volatile and unpredictable, and the speed with which they emerged became almost unfathomable,” said Chambers. “We’ve lurched from the pandemic to supply chain disruption to macroeconomic turbulence, to wars in Europe, wars in the Middle East. All of this has the combined effect of really challenging even the best risk managers out there, and the idea that risk managers can do their thing off in their silo.”

The election will bring its own set of risks. “Each party has clearly staked out its position on fiscal policies, tax policies and so forth,” said Chambers. “There’s a lot of uncertainty there as to which way it’s going to go, so you’ve kind of got to manage the risks in both directions. You’ve just got to be prepared for the.uncertainty that lies ahead.”

Internal auditors, risk managers and compliance professionals can no longer operate separately.  “We are dealing with almost an existential threat to a lot of companies and a lot of industries,” said Chambers. “We’ve seen a lot of companies and industries be decimated in the last five years,” said Chambers. “What I’ve tried to do with the book is to offer a path forward. It’s in some ways a call to action that says, you know you can’t manage risks like you’ve traditionally managed them in the era of ‘permacrisis.'”

He sees it as a permanent state of crisis where everyone needs to get involved. “It’s all hands on deck,” said Chambers. “You’ve got to have the risk managers, the internal auditors, the compliance team, the information security professionals, everybody’s got to be on the same page. And there’s got to be a lot more collaboration, cooperation and communication to help companies manage the risks.”

Chambers experienced his own crisis in 2022 when his home in Florida was badly damaged by Hurricane Ian. He was only able to move back in this past June. 

Cybersecurity and artificial intelligence open up a new set of challenges. “If I were to talk about, the top-of-mind risks in 2025, there’s a whole range of IT risks: cybersecurity, data security risks, increasingly AI,” said Chambers. “AI presents extraordinary opportunities, but it also is laced with some really significant risks. That’s going to become even more acute as we see more and more regulations put in place, legislation and regulations coming from governments to try and tie down how AI is used, to make sure it’s not misused.”

In addition, there is economic uncertainty around inflation, while recruiting is still a problem for many companies. “We’re still not out of the woods on talent management, the ability to recruit and retain the talent a company needs or an organization needs, has been in the top five for almost the whole decade so far,” said Chambers. 

Internal auditors will be hard pressed to deal with all of these uncertainties. Chambers sees a “risk exposure gap” in the number of risks that are being presented to a limited number of auditors. “We’ve seen the risk continue to mount, but we have not seen a real increase in the resources to tackle those risks,” he said. “Internal audit resources have been stagnant at best. I personally think they’ve been in a modest decline for the last two or three years because they haven’t been keeping pace with inflation. You are seeing a lot of infusion of resources into risk management or into compliance.”

One way to offset some of the risk exposure gap is through better collaboration among various risk management professionals, along with more investment in up-to-date technology. “If everybody’s still trying to track risks and manage risks using spreadsheets, that’s really not going to be very effective in the volatile environment we’re living in,” said Chambers.

He wants to see more collaboration among internal auditors, risk managers, compliance professionals and information security personnel. “I often encourage the internal auditors to be the leaders in this collaboration movement,” said Chambers. “Start working more closely with the risk managers in your organization and with the compliance teams, in making sure that when you all get in front of the board or in front of the executive management, that you have a pretty good understanding of what the others are doing, that you have hopefully been able to align on what the true risk profile is of your company. There’s nothing that frustrates a board more than having two or three different folks come in and tell them that there are different risks that the company’s facing. I’ve had audit committee chairmen say we just throw them out and tell them to come back when they can find some common ground. There’s too much ambiguity out there anyway, and if a board has ambiguity in terms of their different key players coming in and telling them that the company’s facing different risks, it really leads to frustration. The key here is there’s no one player that has to be the one to take the lead. But if somebody’s going to take the lead and get everyone on the same page with risk management, I think internal audit’s a prime candidate.”

He sees the various risks multiplying now. “I’ve been in the profession for 50 years,” said Chambers. “Next year will be my 50th year since I joined internal audit right out of college, and I’ve never seen a period as volatile as these last five years. We have been averaging as many risk disruptive events per year as we used to see in a decade. The time has come for action and the key risk management players — the risk managers, internal auditors, compliance, infosec — the ball is in their court. If companies are going to navigate the second half of this decade with any degree of success, these players have to come together and be a part of it.” 

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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