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  • Newsletter

    September 13, 2022
    von Fran Maxwell, Managing Director People Advisory & Organisational Change Global Leader. Das herausfordernde Geschäftsklima von heute verlangt von Vorständen und Führungskräften, die Talentstrategie des Unternehmens in Abstimmung und im Gleichschritt mit den strategischen Geschäftszielen zu betrachten.
  • Newsletter

    February 8, 2023
    Eine weltweite Online-Umfrage, die im Herbst von Protiviti und der ERM-Initiative der NC State University unter 1.304 Führungskräften und Direktoren durchgeführt wurde, zeigt, dass sich die Risikolandschaft in den nächsten 10 Jahren stark verändern wird
  • Infographic

    February 24, 2023
    Technologie-, Medien- und Telekommunikationsunternehmen (TMT) stellen sich auf mehr wirtschaftlichen Gegenwind im Jahr 2023 ein. Sie konzentrieren sich besonders auf die Herausforderungen im Personalmanagement, so die Ergebnisse der jüngsten globalen Top-Risiko-Studie von Protiviti und NC State
  • Client Story

    April 30, 2025
    Ein großes Energieunternehmen nutzte nur etwa 30 % seiner Microsoft 365 Copilot-Lizenzen und holte Protiviti als langjährigen Partner hinzu, um die Nutzerakzeptanz zu steigern. Zur Unterstützung stellte Microsoft 86.000 US-Dollar aus dem End Customer Investment Fund (ECIF) bereit.
  • Survey

    January 31, 2022
    For CFOs, talent, culture and resilience rate as immediate and long-term strategic challenges Massive disruptions in the global supply chain. Challenges in attracting and retaining talent to address needs all across the enterprise. COVID-19 variants. Cyber attacks and ransomware. Wildfires and flooding. Geopolitical tensions in specific regions and shifts on issues related to climate change.…
  • Whitepaper

    February 16, 2021
    Pandemic-related policies and regulation, economic conditions are top concerns in energy and utilities industry The continuing global challenges and potential existential threat posed by the ongoing COVID-19 pandemic. Political divisiveness and polarisation. Social and economic unrest. Gridlock. Artificial intelligence (AI), automation and other rapidly developing digital technologies. Rapid…
  • Newsletter

    May 19, 2020
    This issue of The Bulletin is the second of our two-part discussion of the challenge in finding equilibrium in these uncertain times. In Part 1, we discussed the attributes and actions needed to find equilibrium in the likely phased transition from the coronavirus disease 2019 (COVID-19) lockdown.[1] Given that a period of ongoing change will follow the lockdown, equilibrium means…
  • Newsletter

    March 23, 2020
    The discussion below is a more complete coverage, including examples, of the topic addressed in Issue 126 of Board Perspectives: Risk Oversight and on NACD/BoardTalk.In a crisis, clear thinking is needed in the boardroom. The unprecedented nature of the COVID-19 pandemic has set in motion one of the most abrupt disruptions in decades, leaving organisations reeling with uncertainty…
  • Newsletter

    May 13, 2020
    For those who have read just about everything concerning coronavirus disease 2019 (COVID-19) within their capacity and attention span to absorb, the lethal message is clear: This pandemic is unrelenting. It’s not going away anytime soon, the threat to our health and economy is real, and the world in which we live, work and play has changed from what was familiar. Most discussions concerning the…
  • Podcast

    April 20, 2023
    Maryann Kennedy speaks with the Senior Deputy Comptroller for Bank Supervision Policy at the Office of the Comptroller of the Currency, Grovetta Gardineer, about the regulatory priorities in current economic environment.Grovetta Gardineer is the Senior Deputy Comptroller for Bank Supervision Policy at the Office of the Comptroller of the Currency (OCC). In this role, Ms. Gardineer directs the…
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