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  • Newsletter

    May 19, 2020
    Getting There Eventually: Finding Equilibrium in Uncertain Times (Part 2 – Resilience Is the North Star)
    This issue of The Bulletin is the second of our two-part discussion of the challenge in finding equilibrium in these uncertain times. In Part 1, we discussed the attributes and actions needed to find equilibrium in the likely phased transition from the coronavirus disease 2019 (COVID-19) lockdown.[1] Given that a period of ongoing change will follow the lockdown, equilibrium means…

  • Newsletter

    April 17, 2020
    COVID-19: Paradigm Shift in the Boardroom
    The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters, especially in boardrooms. It’s been several weeks since coronavirus disease 2019 (COVID-19) truly captured everyone’s attention across the globe. But with new developments almost hourly,…

  • Newsletter

    November 8, 2023
    Board Risk Oversight in the Age of Disruption
    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 16, 2021
    The World Is a Zoo: Framing Risks in the Boardroom
    As disruption and the unexpected have become the norm in many industries, clarity is needed around framing the boardroom risk conversation. In 2009, in the wake of the great financial crisis, the National Association of Corporate Directors (NACD) published a report on the board’s risk governance process, recommending five risk categories for boards to differentiate risks for discussion…

  • Newsletter

    August 15, 2022
    Improving Board Performance in Disruptive Times
    The 2020s are well on their way to earning the ominous label of a troubling, disruptive decade, but there remain viable opportunities amid the challenges. What is the board’s role in preparing the organisation for “show-stopping” and potentially existential risks? The Story: A global board survey conducted by McKinsey of approximately 1,500 corporate directors found that directors “are not…

  • Newsletter

    November 29, 2023
    Setting the 2024 Audit Committee Agenda
    Compared to prior years, our suggested 2024 audit committee agenda has taken a bit of a turn due to ongoing and recent market and regulatory developments.A complex business environment: The 2024 audit committee agenda includes important enterprise, governance, process, technology, and financial reporting and disclosure issues that merit consideration by the audit committee beyond its ongoing…

  • Podcast

    September 15, 2023
    Podcast ǀ Driving Legal Operations Transformation
    Join podcast host Chad Volkert, Protiviti Managing Director and Global Leader of Legal Consulting, and special guest Kim Wolfe, Head of Legal Business Management for Wells Fargo, discuss the impact of legal operations on the business and how legal executives are increasingly gaining a seat at the table within their organization.

  • Podcast

    November 10, 2023
    Podcast ǀ Building World Class Legal Talent for Legal Department Transformation
    Today’s Chief Legal Officers are constantly reevaluating their legal ecosystem as the demands on the legal department continue to grow. One area that is gaining special attention in legal department management is legal talent and the important role it plays in accelerating operational efficiencies and effectiveness.In this episode of Protiviti Legal Perspectives, Jamy J. Sullivan, JD, Executive…

  • Newsletter

    February 8, 2023
    The Top Risks for the Next Decade: A Global Perspective
    A global survey conducted online during the September/October time frame by Protiviti and NC State University’s ERM Initiative of 1,304 C-level executives and directors highlights a disruptive risk landscape over the next 10 years. The table below ranks the highest-rated risk themes in order of priority:

  • Newsletter

    January 12, 2023
    The Top Risks for 2023: A Global View
    The global survey of C-level executives and directors, focused on macroeconomic, strategic and operational risks, highlights the influence of the economy, people and culture issues, supply chain risks, and technology impacts on the 2023 risk landscape. The survey was conducted online in the September — October 2022 time frame to capture perspectives on 38 risks on the minds of business leaders as…
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