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  • Client Story
    Global financial services technology company divests its product suite to improve efficiency and drive business growth
    Challenge:GBST engaged Protiviti to support the divestiture of part of its product suite. The engagement required the segregation and separation of shared products and infrastructure, including separation and migration of on-premises and AWS cloud-based infrastructure and applications.Solution:Over the discovery phase, Protiviti’s engineers worked with the GBST engineering team to identify the…
  • Insights paper
    IFRS 19 - Subsidiaries with Public Accountability: Disclosures
    Explore Protiviti's IFRS 19 insights for streamlined financial reporting and compliance.
  • Newsletter
    21st-Century Board Oversight of Talent
    Acute talent shortages across numerous industries underscore the risks emanating from outdated, reactionary approaches to managing people, succession and culture. The question arises, what is the board’s role in forging a 21st-century approach to managing talent?Changing times have led to fleeting employee loyalty, as talented individuals have more options than ever before with greater…
  • Client Story
    Assessing digital maturity across government transportation organisation in the Middle East
    The National Strategy for Digital Transformation of the Kingdom of Saudi Arabia aims to focus on accelerating digital transformation and improve the quality of digital services through three five-year action plans. The third action plan for the years 2020-2024 seeks to realise a smart government and develop a digital capable ecosystem with focus on cost optimisation and value maximisation, reduce…
  • Client Story
    Transforming to automated processes in essential railway operations
    Protiviti, in collaboration with the client team, conducted a series of workshops aimed at pinpointing suitable automation candidates through a range of discovery exercises. The team adopted a comprehensive strategy to discover, automate, and optimise workflows suitable for automation. They integrated the core system to facilitate seamless data exchange and data retrieval, eliminating the need to…
  • Newsletter
    Board Perspectives Supplement: Once the Acquisition Is Consummated
    Important questions and activities prior to an acquisition are also germane after the deal is completed. This supplement to the issue of Board Perspectives discussed above provides a post-acquisition agenda.The intention of this supplement: Our supplement focuses on key questions related to the key areas introduced and discussed in Issue 175 of Board Perspectives to help directors continue their…
  • Newsletter
    Sharpening the Board’s Focus on M&A Due Diligence
    Whether an acquisition is a stand-alone, complementary entity or an integration, the due diligence process is undergoing a paradigm shift due to the higher cost of funding and the impact of failed transactions. Boards should expect a more aggressive focus on due diligence.How has the due diligence process changed in recent years? For sure, the complexity of certain topics, such as environmental…
  • Client Story
    Quantum computing helps financial services organisation improve portfolio optimisation
    A joint team of quantum computing engineers and financial analysts at this industry leader in digital financial services, led by a forward-thinking CIO, knew they wanted to take advantage of quantum computing to solve unique challenges that could not be handled with classical computing alone.   This company sees value in preparing to be “at the ready” when quantum computing machines become…
  • Survey
    Technical Debt and Innovation – the CFO’s Perspective
    Organisations today spend an average of 30% of their IT budgets and invest a fifth of their IT human resources on technical debt management. This research, based on a global survey of more than 1,000 CIOs, CTOs and other technology leaders, underscores the burden created by technical debt and likely is an eye-opener for the CFO.[1] As organisations strive to increase their focus, and time and…
  • Newsletter
    Organisational Culture Is a Competitive Advantage
    1 big thing: Where are the culture strategies? Consider this: If culture eats strategy for breakfast, why do some organisations continue to respond to labor shortages and economic contractions with salary increases, staff reductions and other snack-sized, often short-sighted actions?
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Protiviti Member Firm Kuwait Co. WLL. is the Kuwait Member Firm of the Protiviti network of independent and locally owned consulting firms.  Member Firms are autonomous companies, are not agents of Protiviti Inc. or other firms in the Protiviti network and have no authority to obligate or bind other firms in the Protiviti network.

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