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  • Survey

    December 15, 2022
    PE-owned companies weigh in on their top risks for 2023 and the next decade, from labor and global supply chain issues to resilience and cultureWhen it comes to the risk landscape for 2023 and the next 10 years, people, talent and culture top the list of concerns for organisations worldwide – specifically, succession challenges and the ability to attract and retain top talent, as well as being…
  • Newsletter

    January 14, 2022
    Our global survey of C-level executives and directors highlights the influence of COVID-19, people and culture issues, the economy, and digital transformation on the near-term risk landscape. In the following table, we rank our survey’s highest-rated risk themes in order of priority to provide a context for understanding the most critical uncertainties companies face over the next 12 months. Key…
  • Survey

    March 30, 2021
    Assessing the North American Results of Protiviti’s 2021 Next-Generation Internal Audit Survey Every Journey Begins With the First Step A global pandemic caused by a rare airborne virus that continues to affect organisations in different ways around the world … a growing number of stakeholders in organisations with whom internal audit needs to partner … digital transformation and innovation…
  • Newsletter

    December 13, 2023
    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…
  • Whitepaper

    November 2, 2022
    The Challenge and Opportunity Forecasting is a key opportunity for finance to add a significant amount of value and provide strategic insight to an organisation. One of the areas in which chief financial officers (CFOs) aspire to help their organisations excel is in providing forward-looking, insightful information about future revenues, expenses and cash flow to help decision-makers chart a…
  • Whitepaper

    June 1, 2022
    A hybrid RBAC, ABAC and PBAC framework is the best practice approach A strong access management program is foundational to establishing a Zero Trust environment by using contextual information to continuously validate that users are who they say they are and by restricting user access to necessary resources only. Within the Zero Trust framework, identity governance and risk-based conditional…
  • Newsletter

    April 8, 2024
    The inaugural Global Board Governance Survey conducted by Protiviti, BoardProspects and Broadridge — a study believed to be the first of its kind — summarises the views of more than 1,000 directors and C-suite executives worldwide on the role and effectiveness of the board. It provides insights regarding the board’s priorities and performance as well as the differing perspectives of directors and…
  • Newsletter

    October 14, 2022
    The pandemic has had a lasting effect on people and the workplace. Seven in 10 business leaders expect the market will be embracing a hybrid work model 10 years out, up from 22% pre-pandemic. What is the board’s role in this transition? The pandemic has transformed how, where, when and even why we work. It accelerated workplace redesign as offices closed, entire industries were upended and…
  • Flash Report

    August 7, 2020
    Identifying and Recovering Excessive Billings From Landlords Issue Is your landlord complying with the financial aspects of your lease? Commercial leases are often structured to include ambiguous and complex cost terminology aligning with the landlord’s financial interest. On top of a base rent payment, these leases often include subsequent expenses that vary year to year, such as common area…
  • Whitepaper

    May 1, 2022
    “To put it bluntly, will companies enact courageous ESG policies only when it does not hurt?…This is a moment of truth. Stakeholders have been increasingly mobilised to question the premises of companies’ professed ESG activities. All too frequently, corporations and their executives engage in marketing or obfuscation of what they’re actually doing — what could more accurately be called ‘ESG-…
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