I ran a workshop in London over the past two days on the topic of Assurance Maps. Readers will not be surprised to learn that one of the key ingredients for a successful Assurance Map is to be clear about the added value that managers and senior managers will derive from the exercise (often board and audit committee members recognise that an assurance map will help “join up the jigsaw” of assurance efforts, and therefore tend to be supportive).
At face value this may seem to be a straightforward matter – if the board and audit committee can be persuaded support an assurance map, would it really matter if managers and senior managers were not that enthusiastic? In my experience working on assurance mapping efforts for the past 15 years, this is an important question, because there is a big difference between managers and senior managers tolerating an assurance map, but not seeing much benefit in what it gives; compared to them seeing it as a useful management tool that will help them manage aspects of their organisation. Clearly, in the latter case, you are much more likely to get ongoing interest in, and support for, further development of assurance maps from management; rather than them seeing an assurance map as a one-off activity that should be completed and then shelved.
What follows is a summary of our discussions. As you will see, the key message is the importance of being focused, specific and realistic about the added value goals being sought, and the need to think ahead, and manage proactively, how this added value might unfold (or not!). Continue Reading