• Eurozone recovery continues, but challenges remain

    Despite the problems in the Eurozone, the EY Eurozone Forecast cites growing exports, restored confidence and rising domestic demand as reasons to be positive.

  • New change, new roles, new C-suite?

    New executive roles (chief commercial officer, chief data officer) can challenge dated views and empower creative thinkers. Find out more in our latest Performance journal.

  • Internal Audit: harnessing the power of analytics

    Internal Audit must integrate analytics and big data into its process to keep pace not only with the business, but also with the organization’s competitors.

  • Global Information Security Survey 2014

    Our annual survey finds organizations are still unprepared for inevitable cyber attacks. Learn how to get ahead of cybercrime.

  • Born to be digital: executive briefing

    In the enhanced version of our report, we explore how a traditional chief information officer (CIO) would have to change to succeed in a more digital world.

  • Translate strategy into execution

    Struggling with the accelerating rate of change? Business architecture helps identify the right strategic direction, prepare a sustainable response and execute across the organization.

  • Survey on the cost of regulation and its impact on the Luxembourg financial marketplace

    EUR 382 millions in 2013 only! It's the cost of regulation for banks in Luxembourg as estimated in our recent research conducted with the Luxembourg Bankers' Association (ABBL). Fatca and EMIR are the most expensive ones and also the less appreciated.

  • Investment Funds in Luxembourg 2014

    The purpose of this technical guide is to provide, in a clear and concise format, an introduction to Luxembourg as a center for investment funds, the types of funds available and a summary of the regulations applicable to the formation and operation of Luxembourg investment funds.

  • The Luxembourg Financial Connection - Issue 22

    EY’s newsletter on regulatory, leading practices and market developments in the financial services industry from a Luxembourg perspective - including seven articles and covering over 60 new developments.

Advisory Services

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?

  • 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 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:

  • 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:

  • 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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EY - Business strategy in the digital world

Business strategy in the digital world

Digital is transforming how organizations do business. Do you have the digital business know-how to execute your vision? Let us help.