Centralized operating models represent an opportunity to manage risk more effectively and drive down cost. Have you kept pace with the rest of your business?
What’s the future of Risk, Control and Compliance?
Creating an agile control environment
Using social media to engage your workforce
Predictive analytics: the CIO’s key to the boardroom
Building trust in the cloud
You could be under cyber attack — now
Privacy protection in the age of technology
Hidden value of capital allocation
Maximizing value from your lines of defense
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:
- Building trust: information security in a borderless world
If your organisation is looking only to the past for ways to protect the future, your information security programme is already out of date.
Five questions for the C-suite to consider
1 Do you know how much damage a security breach can do to your reputation or
2 Are internal and external threats considered when aligning your security strategy
to your risk management efforts?
3 How do you align key risk priorities in relation to your spending? 4 Do you understand your risk appetite and how it allows you to take
5 How does your IT risk management strategy support your overall
If your answers to these questions make you wonder if your information is secure enough, contact us.
We can transform your information security programme to improve your business performance. We understand your business and your industry. Drawing upon our in-depth knowledge and extensive experience, we can work with you to deliver sustainable, measurable results.
- 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.
- 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
- A clearer vision for finance
An effective Finance function that is best suited to the organisation 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 organisation’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 organisation.
- Effectiveness: drive the business forward, challenge the business and strengthen decision-making throughout the organisation.
- Efficiency: drive costs down, integrate acquired teams.
See more about a clearer vision for Finance:
- 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:
- Focus on your customer and grow your revenue
To achieve growth, you need to understand your target customers in detail.
And that means moving beyond the usual analytical data. But you also need to improve customer acquisition, retention and cross-selling. You may even need to define an integrated multi-channel strategy.
Our research suggests that while a challenging business environment can shift attention to the short-term, it can also create opportunities to transform your customer-facing processes — and open the door to a sustainable impact on your organisation’s bottom line.
- Shaping effective supply chains
Responding to a business environment that’s more complex and fluid than ever, many companies are adapting their supply chains in two key ways:
- They’re rapidly expanding to capitalise on the growing number of middle-class buyers in emerging markets.
- They’re driving cost efficiencies to boost margins in their mature market operations.
Our research suggests that either way, seven interconnected items come into play.
In growth markets, considerations include:
- Managing operational, tax and regulatory risk
- Enabling new revenue sources
- Establishing an effective supply chain model and infrastructure
In mature markets, considerations include:
- Reconfiguring the supply chain to create cost competitiveness
- Optimising global spend
- Improving operational agility and responsiveness
In mature and emerging markets, environmental and sustainability matters emerge.
Connect with us
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