Do We Really Need Internal Auditors? A Candid Look Behind the Function

As we observe Internal Audit Awareness Month this May, the question often arises: do internal auditors really matter? When people hear “Internal Auditor,” reactions are mixed. Some imagine clipboard-wielding enforcers of policy; others see watchful eyes waiting to catch mistakes. A few see value, many see disruption. So, are internal auditors truly necessary in an organization striving to be innovative, agile, and profitable?

It is a fair debate—and one worth exploring.

The Perceived Paradox

From the outside, internal auditors may appear to slow things down with procedures, checklists, and compliance reviews. To some, internal auditors represent an additional layer of oversight that reviews past decisions and current practices. In fast-paced business environments, this can be misunderstood as friction.

But that’s only one side of the story.

The Unseen Value

What often goes unnoticed is that internal auditors operate with a unique vantage point. We see across departments, beyond silos, and into the very mechanics of how value is created—and sometimes, where it quietly leaks away.

We ask tough questions not to find fault, but to ensure controls are strong, risks are known, and resources are wisely used. We challenge assumptions because unchecked assumptions have the power to derail strategy. We monitor because what is not measured often goes unmanaged.

In short, internal auditors serve as the organisation’s internal compass, helping it stay aligned with its mission while navigating complexity.

Partnering for Progress

Gone are the days when auditors worked in isolation. The modern internal audit function is collaborative, agile, and strategically aligned. We no longer just report issues, we work with management to find solutions, strengthen systems, and add measurable value.

When properly embedded, internal audit becomes a trusted partner, not a roadblock, but a strategic checkpoint that helps the organization stay on course while avoiding costly detours.

A Catalyst for Culture

Ultimately, the impact of a strong internal audit function extends beyond tangible benefits. Beyond risk management and compliance, internal auditors promote something far deeper: a culture of accountability and integrity. We set the tone for ethical behavior, encourage transparency, and help shape an environment where doing the right thing is not optional—it’s expected.

That kind of culture is not just good governance; it's good business.

So, Do We Really Need Internal Auditors?

The answer is yes, but not in the narrow sense of box-ticking or compliance policing. What organisations need today are internal auditors who are curious, courageous, business-minded, and future-focused. Professionals who understand strategy, build relationships, and have the conviction to speak up when it matters.

When internal audit is embraced as a strategic enabler, the result is not just better control, it is better performance.

Conclusion:

Internal auditors are not an overhead, they are an asset. We are not here to catch you off guard—we’re here to guard what matters. In a world of constant change, rising risks, and growing stakeholder expectations, the internal audit function is not just relevant—it’s indispensable to the long-term success of Heirs Insurance Group.

As we mark Internal Audit Awareness Month this May, let us recognise the critical role our function plays in building a stronger, smarter, and high-performing organisation.

We are not just compliance experts, we are your trusted partners in progress.

By Enitan Ajibola, FCA

Head, Internal Audit, Heirs Life Assurance Limited