Insight Search

Sort by:
  • Newsletter

    January 12, 2023
    The global survey of C-level executives and directors, focused on macroeconomic, strategic and operational risks, highlights the influence of the economy, people and culture issues, supply chain risks, and technology impacts on the 2023 risk landscape. The survey was conducted online in the September — October 2022 time frame to capture perspectives on 38 risks on the minds of business leaders as…
  • Whitepaper

    September 2, 2022
    Research Conducted by NC State University’s ERM Initiative and Protiviti The range of uncertainties facing business leaders around the globe in 2022 is overwhelming. Challenges triggered by a rare virus creating a global pandemic continue to unfold, combined with numerous other risk issues, such as Ukraine War Crisis, growing social unrest and polarization, and ever-present challenges ranging…
  • Client Story

    May 26, 2023
    A leading global property and casualty insurance provider set out to transform its risk controls as part of an ongoing effort to promote a culture of excellence. Siloed knowledge of operational risk and controls made it difficult for the organisation to improve quality and compliance. Establishing awareness of vulnerabilities and mitigation protocols across the organisation would boost regulatory…
  • Newsletter

    November 8, 2023
    In these disruptive times, how should boards discharge their duty of care and duty of oversight with respect to risk when the models to follow aren’t clear? Is the board’s risk oversight process fit for purpose in today’s dynamic environment?Board engagement with risk and how it is managed has been a topic of interest for many years. While risk has always been present in every business, the…
  • Newsletter

    March 9, 2023
    Today’s unprecedented pace of disruptive innovation in the market and conflicting demands of multiple stakeholders are creating relentless pressure on the CEO. Is the board contributing to the CEO’s performance and ability to function? So, what should board members do to fulfill their responsibilities to shareholders as they assist the CEO in facing the business realities of today — and tomorrow…
  • Newsletter

    December 15, 2022
    Global research indicates that companies in North America are less committed to environmental, social and governance (ESG) engagement than those in Europe and Asia-Pacific. What steps should boards seeking to improve their ESG engagement take? 
  • Whitepaper

    August 13, 2024
    In recent years, increasing pressures from a variety of stakeholders have combined to drive companies toward more sustainable practices in their business operations and greater transparency. The real game-changer, however, has been the proliferation of recent global environmental, social and governance (ESG) reporting regulations, which require a level of reporting far above the voluntary…
  • Podcast

    January 11, 2023
    We’ve talked about how quantum computers are enabling extraordinary use cases now, long before the machines will threaten cryptography. Some of these applications can even help companies protect against immediate security threats and vulnerabilities. We explore one such exciting experiment: Using quantum to stop kill chains that allow network exploitation and the Chinese paper causing all the…
  • Podcast

    September 7, 2022
    An 85-year-old idea may hold the key to nearly error-free qubits. The Majorana fermion has taken on almost mythical status, but Microsoft recently solved a critical technical hurdle to creating topological qubits with the particle. How close are we to quantum computers with this technology? What other future developments can we expect from Azure Quantum? Join host Konstantinos Karagiannis for a…
  • Client Story

    November 25, 2024
    A prominent glass manufacturing company in India was found to be facing numerous setbacks in the understanding and management of New Product Development (NPD) processes. Though the firm is engaged in sales of its products beyond 50 nations, it found it very hard to control inefficiencies, very long cycles, and poor intra-departmental relations. The company’s manual NPD approach was no longer…
Loading...