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  • Podcast

    December 7, 2023
    In this podcast, Kevin Donahue, senior director with Protiviti speaking with Mark Beasley, professor and Director of the Erm Initiative at NC State University, along with Jim DeLoach, Managing Director with Protiviti, about some key findings and themes that emerged from the results.
  • Podcast

    May 15, 2024
    The phrase “quantum internet” gets tossed around a lot, usually as a placeholder for something that will fix many nonspecific issues in the future. The core concept of quantum networking is a real thing, though, and is more robust today than you might think. How does it work? How fast is it? And is it really running in the Big Apple? Join Host Konstantinos Karagiannis for a chat with Noel Goddard…
  • Podcast

    May 29, 2024
    In this special edition of Protiviti Legal Perspectives, our panelists—Jamy J. Sullivan, JD, Executive Director of Robert Half Legal Talent Solutions; Nicholas You, Associate Director of Legal Consulting at Protiviti; and Mark Carson, Managing Director at Protiviti—join Protiviti podcast host Chad Volkert to delve into the most pressing legal risks for in-house legal departments. This discussion…
  • Podcast

    May 1, 2024
    Is post-quantum cryptography safe from quantum computing? Do we really need thousands of qubits to attack RSA? We examine some of the challenges to PQC strength and timeline that have recently emerged in scientific papers and consider what makes peer review such a crucial part of the process. Join Host Konstantinos Karagiannis for a chat about the actual state of PQC and how it will affect your…
  • Podcast

    June 12, 2024
    When Richard Feynman proposed the idea of a quantum simulator or computer in 1981, he was frustrated by the limitations of classical systems. He logically suggested that if we live in a quantum world, we need a quantum device to simulate all the interactions of particles that make up reality. An excellent example of such a transistor-choking calculation is the quantum many-body problem. Have…
  • Podcast

    December 4, 2023
    “Technology will help us be better stewards of managing risk by leveraging data to tell a story… It allows businesses to see actual data and say, “Wow, if we partner with legal in a different proactive way, we can avoid some of these costs.” -Mark Smolik, General CounselMark Smolik, Chief Legal Officer for DHL Supply Chain in the Americas, is no stranger to the demands placed on today’s corporate…
  • Whitepaper

    May 2, 2023
    Most consumer packaged goods (CPG) and retail companies recognise the urgency of innovation. At the same time, their information technology (IT) leaders also are concerned about obstacles such as regulatory and compliance pressures, difficult economic conditions, and resistance to change undermining their innovation objectives.
  • Newsletter

    March 14, 2024
    Geopolitical risk seems higher than at any point in recent memory. Managing this risk effectively should be a core competency for all businesses — and the board should lead the way.After decades of globalisation shaping the world order, businesses are now forced to accept a new reality. Geopolitical risk is an ever-growing threat with far-reaching potential consequences. This risk arises from a…
  • Newsletter

    April 8, 2024
    The inaugural Global Board Governance Survey conducted by Protiviti, BoardProspects and Broadridge — a study believed to be the first of its kind — summarises the views of more than 1,000 directors and C-suite executives worldwide on the role and effectiveness of the board. It provides insights regarding the board’s priorities and performance as well as the differing perspectives of directors and…
  • Newsletter

    March 24, 2024
    In the race toward innovation and transformation, it can be easy for leadership to overlook their crucial role in driving change in the organisation, including fostering vital new mindsets and behaviors.What you should know: Executive engagement is a critical component to enable change. It’s important to make the distinction that leaders and managers don’t “manage” change; they “enable” change.By…
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