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  • Volume 8, Issue 8
    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…
  • Volume 8, Issue 7
    November 29, 2023
    Assessment Questions for Audit Committees to Consider
    As they self-assess 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 committee’s composition, charter and agenda focus in view of the company’s industry,…
  • Volume 8, Issue 7
    November 29, 2023

    Festlegung der Agenda des Prüfungsausschusses für 2024
    Im Vergleich zu den Vorjahren hat sich die von uns für 2024 vorgeschlagene Agenda des Prüfungsausschusses aufgrund der aktuellen und jüngsten Markt- und Regulierungsentwicklungen ein wenig verändert.
  • Volume 8, Issue 6
    September 25, 2023
    Take a New Approach to Succession Planning and Leadership Development
    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

    Organisationskultur als Wettbewerbsvorteil
    Warum auf Arbeitskräftemangel und wirtschaftliche Einbrüche mit Gehaltserhöhungen, Personalabbau und anderen kurzsichtigen Maßnahmen reagieren? Es gilt den langfristigen Wert einer leistungsfähigen Organisationskultur neu zu bewerten.
  • Volume 8, Issue 4
    February 21, 2023
    Talent Strategies Demand a New Normal
    Talente und Kultur stehen ganz oben auf der Liste der wichtigsten Risikobedenken weltweiter Vorstandsmitglieder und Führungskräfte, sowohl für die kommenden 12 Monate als auch bis in das Jahr 2032. Dies geht aus der jüngsten Top Risks Survey von Protiviti und der ERM-Initiative der NC State University hervor.
  • Volume 8, Issue 3
    December 9, 2022
    Setting the 2023 Audit Committee Agenda
    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 2
    October 13, 2022
    The ESG Debate: Where Does Your Company Stand?
    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…
  • Volume 8, Issue 1
    September 13, 2022

    Integrating Your Business and Talent Strategy
    von Fran Maxwell, Managing Director People Advisory & Organisational Change Global Leader. Das herausfordernde Geschäftsklima von heute verlangt von Vorständen und Führungskräften, die Talentstrategie des Unternehmens in Abstimmung und im Gleichschritt mit den strategischen Geschäftszielen zu betrachten.
  • Volume 7, Issue 11
    May 3, 2022
    Ransomware: Preventing an Attack and Responding to and Recovering From an Attack
    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…
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