Volume 8, Issue 6
September 25, 2023
Delivering results — and the 60-hour-a-week grind fests that doing so demanded — often sufficed for “leadership development.” Not anymore.What’s at stake: It’s time to understand new talent and workforce realities. Organisations that fail to address succession planning and leadership development inadequacies won’t be successful over the long term…
Volume 8, Issue 5
May 4, 2023
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?
Volume 8, Issue 4
February 21, 2023
People and culture sit atop the list of key risk concerns of board members and executives worldwide looking out over the next 12 months as well as into 2032, according to the latest Top Risks Survey from Protiviti and NC State University’s ERM Initiative. Even amid an uncertain economy, inflationary conditions and fears of a possible recession…
Volume 8, Issue 3
December 9, 2022
As in prior years, our suggested 2023 audit committee agenda includes important enterprise, process and technology issues and financial reporting and disclosure issues. In addition to discussing these agenda items, we have offered questions for audit committees to consider when self-assessing their own performance with respect to executing the…
Volume 8, Issue 3
December 2, 2022
(Offered in Conjunction With Protiviti’s The Bulletin, “Setting the 2023 Audit Committee Agenda”)
As they self-assesses their performance periodically, audit committees may find useful the illustrative questions we have made available in our Assessment Questions for Audit Committees to Consider. Committee members should periodically assess the…
Volume 8, Issue 2
October 13, 2022
A University of Oxford and Protiviti global survey reports that North American companies are less committed to ESG than their counterparts in Europe and the Asia-Pacific region. The questions are why this disparity exists, and where does your organisation stand?
The Oxford and Protiviti survey findings suggest that North American companies may be…
Volume 8, Issue 1
September 13, 2022
by Fran Maxwell, Managing Director
People Advisory and Organisational Change Global Leader
Today’s challenging business climate demands that boards of directors and executive leaders view the organisation’s talent strategy in coordination and lockstep with their strategic business objectives. High-performing organisations are deploying a new…
Volume 7, Issue 11
May 3, 2022
Ransomware attacks have been around for many years. In the past, cyber-threat actors would penetrate a company’s computer and network systems and obtain data with the objective of returning it upon payment. The demanded payments were usually smaller than the ransoms requested in recent incidents. Most of these incidents weren’t financially…
Volume 7, Issue 10
June 18, 2021
The world of work was changing well before the pandemic. Technology is significantly affecting work, jobs, wages and society at large — and will continue to do so for the foreseeable future. It is impacting how companies design and manage a diverse talent, workforce and technological ecosystem that includes on-demand resources (contractors, part-…
Volume 7, Issue 9
December 3, 2020
With 2020 almost in the rearview mirror (thankfully!), the 2021 audit committee agenda is shaping up differently than in years past. The past 12 months presented an opportunity for audit committees to support the key players managing the financial reporting process. Going forward, that support could prove to be critically important as the business…
