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  • Whitepaper

    March 4, 2021
    Pandemic-related policies and regulation, market conditions are top concerns in the healthcare industry The continuing global challenges and potential existential threat posed by the ongoing COVID-19 pandemic. Political divisiveness and polarisation. Social and economic unrest. Gridlock. Artificial intelligence (AI), automation and other rapidly developing digital technologies. Rapid shift to…
  • Survey

    April 5, 2021
    The range of uncertainties facing energy and utilities business leaders around the globe is overwhelming. Challenges triggered by a once-in-a-century pandemic continue to unfold, combined with numerous other risk issues, such as growing social unrest and polarisation, and ever-present challenges associated with technology, digital transformation and innovation. Staying abreast of emerging risk…
  • Newsletter

    September 10, 2021
    Ransomware is a current threat many people are struggling to understand and manage. Amid the headlines and uncertainty, how can the board respond strategically? Reputation damage, hefty ransoms and business continuity are all concerns with ransomware. But the core of the conversation is about the potential loss of intellectual property and customer information and the specter of unpleasant…
  • Podcast

    November 27, 2023
    Kimberly Dickerson, Executive Vice President - Global Head of Operations and Technology at Protiviti, speaks with Star McDade, Senior Vice President, Audit Services - Staff Agencies, Analytics & Insurance (SA&I) at USAA, about confronting stereotypes by demonstrating the positive influence of risk and assurance professionals, overcoming the challenges in the transformation of auditing…
  • Blogs

    March 2, 2020
    By Jim DeLoach, Managing Director, Protiviti Uncertainty and opportunity are two familiar bywords of the digital age. An ever-changing and disruptive marketplace provides an abundance of opportunities, but it also creates proliferating risks which can upend any organization whether it chooses to pursue those opportunities or not. And that is what’s especially fascinating about the digital age:…
  • Whitepaper

    May 11, 2020
    Like all major employers, insurance companies are dealing with operational and workforce disruptions, as millions of their employees – adjusters, actuaries, underwriters, and risk and loss control managers, as well as analysts, as examples – adapt to a remote work environment. The industry’s policyholder surplus, invested funds set aside by insurers to pay claims, is under pressure as asset…
  • Newsletter

    April 17, 2020
    The discussion below is a more complete coverage, including examples, of the topic addressed in Issue 127 of Board Perspectives: Risk Oversight and on NACD/BoardTalk. 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,…
  • Survey

    July 25, 2022
    The range of uncertainties facing Energy and Utilities business leaders around the globe is overwhelming. Challenges triggered by a once-in-a-century pandemic continue to unfold, combined with numerous other risk issues, such as growing social unrest and polarisation, and ever-present challenges associated with technology, digital transformation and innovation. Staying abreast of emerging risk…
  • Whitepaper

    October 13, 2021
    Corporate finance teams in technology, media and telecommunications (TMT) are embracing new operating models, strategies and technologies in response to the escalated business risk and regulatory environment, as well as shifting expectations of both internal and external customers. Across the industry, teams continue to increase their focus on top priorities identified at the height of the…
  • Client Story

    February 8, 2023
    A global health services company needed to execute on its corporate promise to deliver affordability and convenience to its patients. However, the company discovered that there was a disconnect between that promise and intended delivery. Further investigating that disconnect revealed that the organisation's procedures for tracking and delivering rebate payments were hampered by complex, time-…
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