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Take comfort in gradual change in an era of audit upheaval

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There is a saying that has been going through my mind of late: “May you live in interesting times.” Its origin is vague but many attribute it to a translation of a Chinese curse. Indeed, while the saying sounds like a blessing, it is more likely that wishing someone a life of interesting times is cursing them to a life of upheaval and conflict.

Whether you are optimistic, neutral or pessimistic about the current state of affairs, it’s safe to say we are all living in interesting times. Disruption has become a way of life in the 21st century. Consider this: In just the past five years we have experienced a global pandemic, geopolitical instability driven by wars in Ukraine and Gaza, intensifying natural disasters fueled by climate change, and technology disruptions brought on by artificial intelligence. Presently, we are all trying to decipher what will happen next with tariffs and their impacts on financial markets, which of late are behaving more like amusement park thrill rides than reflections of economic conditions.

I have written extensively about how today’s business leaders must learn to not only manage disruptive change but embrace it. In the second edition of my book, Agents of Change, I make the case that we live in an era of permanent upheaval. 

However, I ran across a couple of interesting data points tucked into the latest Pulse of Internal Audit report from The Institute of Internal Auditors that gave me pause. They reflect gradual yet monumental changes in the profession in which I’ve spent 50 years, and they give me great comfort and hope for the future.

The Pulse data, which is gleaned from a survey of internal audit leaders across North America and Canada, show we’ve reached the inflection point in the generational transition. At 58%, Generation X (1965-1980) still makes up the lion’s share of chief audit executives, but the percentage of audit leaders who are millennials (1981-1996) now matches those who are baby boomers (1946-1964) at 21%. 

This clearly reflects the passing of the torch, because the numbers will continue to skew toward a younger generation of internal audit leaders with each passing year. I’ll explore what that means in a moment, but I also want to mention a second significant data point. The Pulse reports that women represent 44% of CAEs in North America overall, and a breakdown by age group shows the figure is significantly higher for audit leaders under 40.

The changing CAE gender profile

When I began my career in internal auditing in 1975, a woman leading an audit function was rare. However, over time pioneering women leaders emerged, including Carmen LaPointe, Betty McPhilimy and Patty Miller, each of whom went on to serve as IIA global board chairs. Since then, the IIA has had several other women lead the board including Angela Witzany, Jenitha Jones, Sally-Anne Pitt and current chairman Terry Grafenstine. The profession approaching true gender balance in leadership is something in which all internal audit practitioners should take great pride. Unlike generational change in leadership, gender equality is not inevitable.

When we dive deeper into the data, the true significance of the progress toward gender equality emerges. Baby boomers continue to skew the data toward males, where they make up two-thirds of CAEs born between 1946 and 1964. However, the gap closes significantly among Gen Xers (1965-1980) where women make up 48% of CAEs and comes to 50/50 parity among millennials (1981-1996).

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Source: 2024 North American Pulse of Internal Audit, IIA

A quick analysis of gender breakdown by industry finds women are making solid progress in other areas, as well. But we’d be hard pressed to find one where half of the leaders are women.

  • Medical/health – 43%
  • Education, consumer services and government – 40%

Women still lag significantly in leadership roles in:

  • Food and beverage – 30%
  • Transportation/logistics/supply chain, and automotive – 19%
  • Aerospace/defense – 18%
  • Agriculture – 17%
  • Oil/gas/mining – 16%

It’s also encouraging to see the rapid pace at which women are ascending to leadership roles within the profession. We have available data from the IIA’s 2015 CBOK report, which provides a touchpoint. The report, which was based on a 2014-15 global survey of audit practitioners, found women held 31% of CAE positions globally and 39% in North America. In just 10 years, the percentage of female North American CAEs grew 5%.

Generational changes

Moving to the proverbial changing of the guard, the parity between baby boom and millennial internal audit leaders was inevitable as older CAEs leave the workforce. Of significance here is the timing. When I first saw the data, I thought to myself, “Whew, just in the nick of time.” Allow me to elaborate.

At the risk of generalizing, millennials bring to the table technology skills, views about work-life balance, and preferences in communication styles, creativity and diversity that are more suited to 21st century challenges. To be sure, baby boomer optimism, work ethic, loyalty and focus on teamwork helped found and build some of the greatest organizations the world has ever seen, including Microsoft, Apple, Nvidia, Amazon, Virgin Atlantic and others. Baby boomers also forged the digital foundation on which millennials will build the future.

However, the demands created by a world in near-constant upheaval require greater flexibility, agility, resilience and innovation that millennial characteristics are more likely to provide. It’s more than millennials being technologically adept. For example, millennials use digital tools for quick communication that support agility and flexibility, while boomers are more likely to prefer formal meetings and written communication. 

There is little doubt that both generations share a desire for success and achievement, but their approaches and values differ significantly, reflecting the evolving social and economic landscape of their times. 

From an internal audit perspective, greater numbers of millennial CAEs will invariably accelerate the long-overdue widespread adoption of technology among internal audit functions. What’s more, their communications styles, creativity and embracing of diversity will help position the profession to support organizations that are flexible, resilient, agile and, most importantly, built to succeed in interesting times. 

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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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