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  • Newsletter

    September 10, 2020
    Churchill said he strived “to foretell what is going to happen tomorrow, next week, next month, and next year — and to have the ability afterwards to explain why it didn’t happen.” His acknowledgment of the futility in predicting the future is especially apropos today as markets transition to the eventual “new normal.” The business model is akin to a finely tuned machine requiring 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…
  • Infographic

    May 8, 2023
    The Committee of Sponsoring Organizations of the Treadway Commission (COSO) recently released interpretive guidance for organizations about designing, evaluating and achieving effective internal control over sustainability reporting (ICSR) using COSO’s globally recognized Internal Control — Integrated Framework (ICIF), developed in 2013. The intended outcome is to build trust and confidence in…
  • Whitepaper

    April 5, 2023
    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…
  • 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

    August 10, 2023
    With technology clearly a material driver of change, boards of larger companies are trending toward a more strategic focus on technology. Should your board be a part of that trend?Why it matters: The board community has been acknowledging the speed of disruptive innovation, largely driven by emerging technologies.Yes, but: There are also considerations pertaining to speed-to-market, technical…
  • Survey

    January 25, 2024
    In the ever-evolving realm of in-house legal practice, staying ahead of the curve is not merely a strategic choice; it’s an imperative. To navigate the intricate terrain of today’s legal landscape effectively, general counsel (GC) and chief legal officers (CLOs) must be acutely aware of the risks to their organizations that loom on the horizon. Our latest Top Risks Survey sheds light on the…
  • Newsletter

    February 16, 2022
    Our global survey of C-level executives and directors regarding their views on macroeconomic, strategic and operational risks highlights a disruptive risk landscape over the next decade through 2031. In the attached pdf, we rank the highest-rated risk themes in order of priority to provide a context for understanding the most critical uncertainties companies face looking forward over the next…
  • Newsletter

    February 8, 2023
    The ERM Initiative of NC State University and Protiviti conducted a global survey of 1,304 senior executives and directors during September/October.
  • Newsletter

    January 12, 2023
    Global survey of C-level executives and directors on macroeconomic, strategic and operational risks in 2023 highlights the impact of the economy, people and culture issues, supply chain risks, and technology impacts.
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