Eurozone forecast: winter 2012
The Eurozone enters 2013 with a brighter outlook, but obstacles to recovery remain significant.
Eurozone forecast: winter 2012
Governance, risk and compliance technology: turning risk into results
2012 Global Information Security Survey
Strategy deployment through portfolio management
Integrated reporting: driving value
The DNA of the CIO
Think beyond your annual audit plan
China’s productivity imperative
Don’t let your supplier take you down
Evolving your business. Globally.
As the world evolves, so do your business issues. The catalysts vary: from geopolitical events to regulatory reform, from new technologies to emerging markets.
And their impact can be swift and far-reaching. Our approach — grounded in industry-specific experience and committed to delivering measurable, sustainable results — can help you adapt and succeed. Even in an uncertain environment.
We can help you with:
Information security in a virtual world
Business is moving into the virtual world as more and more data is transmitted over the internet, and cloud computing, social networking and mobile devices become more prevalent.
Our 14th annual Global Information Security Survey confirms that information security is one of the most important issues facing organizations today.
Overall, we have identified three trends with a significant impact on the role and importance of information security:
- Physical boundaries are disappearing as more business data is transmitted over the internet
- The pace of change continues to accelerate
- Companies are moving from the more traditional outsourcing contracts to cloud service providers
Are you prepared for the risks?
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Privacy trends 2012
To achieve greater accountability, many organizations will have to rethink their approach to privacy.
Attacking the smart grid
Learn about the changing landscape in control system architecture and how to perform a penetration test safely and effectively to benefit your organization.
Mobile device security
We explore methods to assess and mitigate the risks related to today’s most popular mobile device platforms and technologies.
Data loss prevention
The blurry line between work and personal use of data can result in leaks – unintentional or malicious. Learn to identify and address these leaks.
Managing risk — for opportunities
We know you’re concerned about the risks of regulation and compliance – especially if you’re in banking or health care.
Meanwhile, as market volatility and pricing pressures unsettle the landscape, those forces are stimulating competition and creating opportunities.
To strike that balance between risk and opportunity, our research suggests that many leading firms are developing an overarching strategy that balances both.
Our work with clients reveals that there is a need to re-engineer the risk processes across the business, just as was done with finance, manufacturing, and supply chain processes.
The goal is to get better coverage on the risks that matter.
Learn more about turning risks and opportunities into results.
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How mature is your risk management?
Advisory Risk Leader Michael Herrinton shares with Harvard Business Review why organizations with greater risk management maturity outperform their peers.
Turn risks and opportunities into results 2013
We explore the top risks and top opportunities for businesses in light of the current economic environment.
Turn risks and opportunities into results
Regulation and compliance risks remain a concern while improving execution across business functions presents great opportunity. Learn more on the top business risks and opportunities today.
How to respond to catastrophic events
Black swans are unexpected unpreventable and catastrophic events. You need to be able to respond as quickly and effectively as possible.
Internal audit: enhancing and sustaining business performance
Companies value the role Internal Audit plays. But they are looking for more.
Executives want Internal Audit to not only see what has gone before, but also what comes next. They want Internal Audit to provide insights into strategic initiatives, and to share ideas that improve business performance. And they want it now.
Internal Audit as strategic advisor
As a strategic advisor, Internal Audit can:
- Identify company-wide cost improvements
- Offer recommendations that improve business performance
- Provide key insights that focus on risk
We can help you:
- Assess your Internal Audit function and identify areas of improvement
- Identify opportunities to enhance the strategic value of Internal Audit
- Accelerate improvements through cosourcing
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Think beyond your annual audit plan
Chief audit executives often lose focus on long-term strategic planning for the internal audit function. Is your plan aligned to the organization’s broader business priorities?
Convey the health of your internal controls instantly
A clear picture of risks is a challenge for internal audit teams. A three-dimensional control rating system helps you better gauge effective or ineffective controls.
The future of internal audit is now
We explore actions internal audit can take to realize strategic alignment, increase business relevance and achieve a risk maturity that accelerates financial performance.
What is internal audit's role in preventing corruption?
Executives face personal liability for the corrupt activities of their employees. Here we look at anti-bribery and anti-corruption analytics to help you manage this risk.
Unlocking the value of internal audit
Read our report to learn why Internal Audit should be involved in all strategic decision-making to grow or improve your organization.
A clearer vision for finance
An effective Finance function that is best suited to the organization can be a critical factor for growth.
Yet 98% of companies feel there are opportunities to improve their Finance function.
The challenge is in marrying conflicting priorities:
- Driving the business forward
- Protecting the organization’s financial assets
Our research suggests 80% of companies are planning to better align Finance with overall business strategies.
To do that, we see three key priorities for finance which involve striking a balance between control, effectiveness and efficiency.
- Control: promote strong governance and control in the organization.
- Effectiveness: drive the business forward, challenge the business and strengthen decision-making throughout the organization.
- Efficiency: drive costs down, integrate acquired teams.
See more about a clearer vision for Finance:
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Finance: get with the business or get out of the way
Finance has finally earned a seat at the decision-making table. Are you able to grow and keep pace with rapidly changing business priorities?
Finance: be strategic or become irrelevant
To have a valued seat at the table, finance must ensure their skills and goals align with business needs and priorities.
Three opportunities for finance to add strategic value
Finance must up their game in three important areas to stay a valued member at the boardroom table.
Getting information technology right
Information technology functions need to strike a balance between risk and performance.
But reality often falls short of this goal.
That’s because IT’s influence on the business has evolved so quickly that many IT functions are still struggling with how to marry their technical expertise with a new business perspective.
Top IT leaders are now facing broad challenges, including:
- Increasingly complex IT and business operating models
- Cost efficiency and transparency demands
- New regulations and new forms of threat
- Corporate responsibility expectations
Our research suggests that successful firms are focusing on these key issues and formulating their response at the enterprise level.
Learn more about getting IT right:
- Straight talk about IT performance
- Information security in a borderless world
- Information security services
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Protecting and strengthening your brand
As social media reinvents business relationships, we look at the rise of consumer media, understanding its risks, holistic social media governance, and brand protection.
Ready for takeoff - Preparing for your journey into the cloud
Organizations are looking at cloud computing to increase effectiveness of IT initiatives, reduce costs, increase operational flexibility and generate a competitive advantage. Are you prepared?
Keep pace with change using hybrid IT models
CIOs increase their strategic value as IT becomes a more critical function in business strategy.
New risks redefine the role of the CIO
The pace at which technology is changing is an ongoing challenge for CIOs and presents new risks.
Bringing IT into the fold
A coordinated, strategic response that addresses the dynamic nature of cybersecurity and the rapidly changing operational technology (OT) environment demonstrates responsible risk management.
Shaping effective supply chains
The issues our clients face daily at the strategic, management and operational levels are becoming increasingly complex.
The supply chain, and the impact it can have on an organization’s performance and cost base, is no exception.
For an extended period prior to the downturn, the primary focus for many organizations was on driving improved performance, managing and keeping pace with the increasing global scale and the apparently unending rise in commodity and energy prices. From the latter part of 2008 to the second half of 2009, the challenge became that of managing supply risk and driving cost reduction, while maintaining competitive advantage in the supply chain. Today, leading organizations are moving from cost reduction to cost optimization with additional focus on environmental issues, as they adapt to changing market conditions.
For agile organizations, developing timely, strategic and tactical responses to these challenges is the key to achieving competitive advantage and sustainable business results.
We have identified seven macro trends that impact the supply chain and operations function.
In addition to these macro trends, our research and client activity have identified four additional issues that are being addressed by leading organizations:
| Reliability in manufacturing | By increasing production system reliability, leading organizations are improving manufacturing throughput, cost and productivity. |
| Supply chain risk and supplier stability | The rise of complex, integrated supply chains, along with the recent global downturn, has increased the probability that critical suppliers will encounter supply disruptions and financial duress. |
| Supply chain sustainability and the efficient use of energy and materials | Significant attention in this area from governments, regulators and consumers will create opportunities to add value. Through initiatives in sourcing, planning, manufacturing and distribution, supply chains can implement sustainable, green and carbon-related strategies to improve performance while also safeguarding the reputation of organizations. |
| Optimization of operational flexibility | Flexibility in supply chains is the ability to drive for reductions in the proportion of fixed costs through a variety of activities designed to increase the efficiency and effectiveness of operations. Leading organizations are improving staff productivity and mobility through innovation, without reducing head count; working in new ways with partners to improve performance; and enhancing forecasting and analytics to identify and respond to market change. |
Related content
Managing indirect taxes in the supply chain
Effective management of indirect taxes, grants and incentives is essential to support growth and reduce the costs and risks of doing business internationally.
Improve supply chain: standardize operating processes
Through standardizing operating processes, IT systems and data management, companies can minimize operating stumbles and improve service level performance by focusing on simplicity and reliability.
Improving business performance? Look to your supply chain
Finance executives are making aggressive performance promises that operations functions are expected to keep. Are you taking a holistic view of business performance?
Contact us
 | Anne-Marie Hubert Leader, Advisory Services 514 874 4382 |
| Contact a member of our team. | |
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