Robert Knechel sets the scene for the collection by analysing how BRA was the product of an ‘inward revolution’ in the auditing field. Drawing on his own reflections as a participant observer in many auditing debates, Knechel identifies its origins in critiques of extreme auditing formalism and structure informed by the nflux of risk management ideas, such as the COSO framework. While the conceptual architecture of an audit risk model existed in the 1980s, there was a perceived need to rethink most of its constituent categories. BRA ideas emerged from a growing realization of the significance of business risk as a driver of audit risk, and as a recognition of the need for audit to expand its horizon to include key process owners inside organizations. Knechel argues that the BRA approach developed by KPMG at this time (Bell, Marrs, Solomon, & Thomas, 1997) embodied fundamental challenges to auditing rituals; existing skills were brought into question and new uncertainties were created for audit managers. New evidence sources were also demanded, creating conflicts with Chief Financial Officers about the proper remit of the audit.