For decades, internal auditors have quietly upheld the resilience of organizations, helping them navigate risk, compliance, and control. But a decade from now, that quiet assurance will no longer be enough. By 2035, internal auditors are expected to stand as strategic contributors to the success of organizations by shifting from being merely responders to past events to advisors who help shape the future.
The comprehensive report, Internal Audit: Vision 2035 – Creating Our Future Together, by the Internal Audit Foundation and the Institute of Internal Auditors (IIA), brings forward this concept as a driving force for change in a rapidly evolving profession. Built on global insights from more than 7,000 stakeholders across 155 countries, the report offers an evidence-based view of where internal audit is heading, what it should strive toward, and how to get there.
For all stakeholders, from internal auditors of all levels and chief audit executives to board members and educators, understanding this shift is essential to prepare for what lies ahead and to ensure that internal audit evolves in step with the changing demands of organizations, corporate leaders, and society at large.
Why a Long-Term Vision for Internal Audit Now?
Business environments are changing faster than ever. New technologies, climate concerns, shifting regulations, and global uncertainties are all affecting how organizations operate. As a result, the expectations placed on internal audit are also changing, and just as rapidly.
It’s no longer enough for auditors to chart the mistakes of the past and to focus soley on what has already happened. Organizations increasingly need forward-looking insight, support in managing new types of risks, and help navigating change. This means internal auditors need to develop new skills, take on broader roles, and prepare the internal audit team to contribute in more strategic ways. Thinking ahead now is the first step toward staying effective and relevant in the years to come. Internal auditors at all levels will need to shift mindsets, update competencies, and clarify roles before the profession falls behind.
Evolving the Internal Audit Function to Address Modern Business Realities
Whether you are leading an internal audit function or just entering the field, there are several practical areas for internal auditors to focus on in the coming decade. Here are some of the central developments that will impact the profession.
1. Advanced Technology Adoption Needs to Move from Recognition to Routine
It’s widely accepted that technology will play a major role in how internal auditors work. Tools like automation, data analytics, and artificial intelligence are already being leveraged in other business functions to improve efficiency and insights. Yet, adoption within internal audit still lags behind. Many internal audit teams are either experimenting with small pilot projects or still evaluating their options, which means they haven’t yet integrated technology, particularly AI, into regular audit work.
This slow uptake poses a risk. As organizations become more digital, they will expect internal audit to keep up, not just to audit these systems in other departments but to help manage the risks they bring. Internal auditors need to be comfortable working with digital tools, understanding system risks, and drawing insights from data. It’s also important to remember that while technology is a strong enabler, it doesn’t replace the human judgment, ethical grounding, and contextual understanding that make internal auditors effective. The goal is not to automate internal audit, but to elevate its value.
2. Skill Sets Must Expand Beyond the Traditional Core
Internal audit has traditionally drawn talent from accounting, finance, or compliance. These backgrounds provide a solid technical base, but the range of risks facing organizations today goes far beyond those areas. Audit teams now need a broader mix of skills to develop professionals who understand strategy, operations, data, and the social and environmental dimensions of business.
This shift calls for stronger communication skills, a better grasp of business models, and familiarity with topics like cybersecurity, ESG reporting, and digital transformation. It also calls for learning agility, the ability to pick up new knowledge quickly and apply it in unfamiliar contexts. To meet these needs, many audit functions are starting to recruit beyond the usual profiles, bringing in professionals with expertise in IT, sustainability, data analysis, or behavioral insights. Educators and training providers also have a role to play by building more cross-functional learning pathways at universities and early-career training programs.
3. Advisory Work Is Becoming a Bigger Part of the Job
Today, most of internal audit’s time is still spent on assurance activities, such as checking systems, controls, and compliance. Organizations, however, are increasingly looking to internal audit for support in planning and decision-making, especially in areas with high uncertainty or rapid change.
This shift means internal auditors are getting involved earlier, contributing to the design of systems and strategies instead of only evaluating them later. Boards and executives are looking for insights, not just conclusions. They want to know what risks are coming, where they are most exposed, and what options they have to respond. To meet this expectation, auditors need to become more comfortable operating in dynamic environments, partnering with other functions, and framing their work in terms that resonate with senior decision-makers. Another imperative should be ingrained in every internal auditor: Know the business!
4. Outdated Perceptions Still Hold the Profession Back
One of the barriers to broader engagement is how some stakeholders still perceive internal audit. Despite progress in many areas, nearly half of stakeholders still view internal audit primarily as a control or policing function. This narrow view can limit internal audit’s ability to contribute to more strategic conversations or to build its reputation as a partner in innovation and change.
What’s more, younger auditors often feel their contributions are overlooked. Compared to their more experienced counterparts, early-career professionals are less likely to feel that their role is well understood or valued. This suggests a need for better communication, both about the evolving role of internal audit and the value it delivers. It also points to the importance of mentoring and visible leadership. Senior professionals can help shift perceptions by highlighting examples of internal audit driving real impact, and by actively involving newer team members in meaningful projects. It’s more important than ever for internal audit to celebrate and communicate its “wins.”
5. The Talent Pipeline Needs Attention
Another challenge is the limited visibility of internal audit as a career path. Many students and young professionals don’t consider it simply because they don’t know much about it. Educators have noted that awareness is low, and students report that they rarely encounter internal audit in their courses, career fairs, or professional networks.
This is a missed opportunity. Internal audit offers access to senior leadership, broad exposure across the organization, and a chance to make a difference in key areas like ethics, sustainability, and risk. To build a stronger pipeline, the profession must do a better job telling that story, both to students and to professionals in adjacent fields who may be looking for more purpose-driven or interdisciplinary roles.
6. Motivation Is Strong, But Recognition Doesn’t Always Follow
One positive finding is that internal auditors are, by and large, deeply motivated by the value they can bring to their organizations. Many say that making a difference, solving complex problems, and learning continuously are among the most rewarding parts of the internal audit job.
While internal auditors are often motivated by purpose, they don’t always feel their efforts are fully understood or appreciated. Bridging this gap requires more than internal satisfaction, it calls for leaders to advocate for audit’s role, share success stories, and create space for growth and visibility. When internal auditors see their impact acknowledged, it strengthens their commitment and encourages others to enter or stay in the profession.
7. A Shift in Mindset Is Necessary
Research suggests that internal auditors fall along a spectrum of mindsets. Some are traditionalists who focus mainly on assurance. Others try to balance tradition with adaptation. A smaller group actively embraces change, seeking out new tools and looking for ways to expand internal audit’s contribution and value.
To meet the demands of the future, more internal auditors will need to move toward that forward-leaning mindset. It means being open to evolving how internal audit works and where it fits within the broader organization.
Take the First Steps Today
While long-term change takes time, there are practical actions that internal auditors and audit leaders can begin right away to strengthen their impact and stay aligned with what’s ahead.
- Start by assessing where your audit function stands in terms of technology readiness. Even small efforts like piloting data tools or improving how your team works with digital systems can lay the foundation for broader transformation.
- Next, focus on broadening the knowledge base. Training in areas such as ESG, cybersecurity, digital governance, and analytics is no longer optional. These topics are becoming central to how internal audit supports strategy and risk management.
- At the same time, help revamp how the profession is perceived. Share your team’s successes, talk openly about the value internal audit brings, and highlight the career potential it offers. This not only builds credibility within your organization but also helps attract new talent into the field.
- Collaboration with universities, student groups, and professional networks is another effective way to strengthen the talent pipeline and increase awareness. Support mentorship and career pathways to ensure a steady flow of capable and curious professionals entering the internal audit field.
- Encourage your team to try new approaches, whether it’s using new internal audit tools, participating in advisory roles earlier, or experimenting with reporting formats that better serve your stakeholders. Innovation doesn’t require a full overhaul; it often starts with small changes that open new possibilities.
- Finally, revisit how your team understands and practices independence, especially in hybrid or dual-responsibility roles. Clear guidance, strong reporting lines, and ongoing discussions can help maintain the integrity of the function as it becomes more embedded in cross-functional work.
The sooner internal audit teams begin this work, the better positioned they will be to lead with confidence, relevance, and purpose in the times ahead. The future of internal audit is, indeed, bright, but only if auditors embrace the changes that are likely to impact the profession in the next decade and beyond, and lean into potential for contributing to strategy and truly adding value. 
Prasant Prusty is the Founder and CEO of Smart Food Safe, with a wealth of expertise in managing, improving, and critically evaluating food safety and quality processes to globally recognized standards in various food industry segments across the global food supply chain.