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  • Survey

    November 6, 2024
    2024 Technology, Media and Telecommunications Finance Priorities
    Discover how TMT Finance Priorities are shifting towards AI, cost optimisation, and robust data security in the digital age.

  • Newsletter

    June 12, 2024
    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    Acute talent shortages across numerous industries underscore the risks emanating from outdated, reactionary approaches to managing people, succession and culture.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…

  • Newsletter

    October 17, 2023
    Freedom to Fail: Risk Appetite for Innovation
    The manner that failure is embraced instead of feared in a business can improve the way the company evolves and responds to new market opportunities.

  • Newsletter

    December 13, 2023
    Blind Spots in the Boardroom
    A look back at business failures often reveals blind spots that either concealed a dysfunctional culture or led to a lack of understanding, strategic error or missed opportunities. Is the board aware of the organisation’s blind spots, and is it addressing them?We’ve all heard the adage that what we don’t know can be more damaging to reputation, brand image, market standing and competitive…

  • Newsletter

    March 14, 2024
    Why Boards Should Care More About Geopolitics Than Ever Before
    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

    October 9, 2024
    Board Risk Reporting in Disruptive Times
    Risk reporting to the board may not be fit for purpose in these uncertain times. Directors are trending toward expecting more dialogue, engagement and forward-looking insights based on relevant data and information. A principled approach would help.Boards and their companies face a constant and seemingly unending state of flux in the marketplace. Emergence of the unexpected is the norm. For…

  • Newsletter

    May 8, 2024
    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…

  • Insights paper

    March 15, 2024
    Strategic Sourcing: Gaining Advantage, Mitigating Risk
    A shift in mindset to a strategic sourcing strategy anticipates and mitigates supply chain risk while improving resilience and responsiveness, still aiming to reduce total cost of ownership.

  • Newsletter

    May 4, 2023
    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?

  • Newsletter

    March 24, 2024
    When Executives Stand in the Way — Create the Right Tone at the Top for Change
    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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Protiviti Member Firm LLC is the Oman 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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