Advisory Services

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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Into the cloud, out of the fog

In an increasingly virtual world, our 2011 Global Information Security Survey examines business risks associated with technologies like social media, mobile computing and the cloud.

Information security in a borderless world: time for a rethink

What are the information security measures companies should take in today’s hyper-connected, borderless world? Find the answers in our report.

Top 11 trends in data privacy for 2011

What keeps data security professionals up at night? Read the 11 trends we found in the high stakes game of privacy protection.

Countering cyber attacks

Traditional methods of providing security are not enough to protect against “Advanced Persistent Threat” attacks. Organizations should consider measures to detect and react to successful attacks.

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

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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.

Answers to your questions, at a glance

5 insights for executives asks five questions to get to the core of an issue — and answers them at a glance.

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.

Internal audit case study: is cosourcing the right move?

Four leaders of fictional XYZ Technology Group consider cosourcing as part of their Internal Audit strategy. Read about the issues they face along the way.

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.

1. Control: promote strong governance and control in the organization.
2. Effectiveness: drive the business forward, challenge the business and strengthen decision-making throughout the organization.
3. Efficiency: drive costs down, integrate acquired teams.

See more about a clearer vision for Finance:

• DNA of the CFO 
• Finance Forte: the future of finance leadership
• CFO Insights

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

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 capitalize 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
• Optimizing global spend
• Improving operational agility and responsiveness

In mature and emerging markets, environmental and sustainability matters emerge.

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Patterns of international trade evolve

How well positioned are you for an Asia-centric future in international trade? Examine the trends you can expect from now to 2020.

Driving improved supply chain results

Companies are adapting their supply chains to respond to increasingly competitive market conditions. Learn how to improve supply chain results in emerging and developed markets.