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Translate strategy into execution
Finding the balance. Improving performance.
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:
- A clearer vision for finance
The roles of the CFO, finance executives and the finance organization have changed significantly in the past five years.
In a recent EY study, 79% of senior business decision makers indicate that finance is now either much more or somewhat more strategically involved. But less than half want finance to play a bigger role.
Often, it’s because finance doesn’t have its priorities aligned to the business.
As the priorities of the business shift to meet market demands, business executives expect finance’s priorities to change with them. If they do not, finance will quickly lose its relevance. And possibility its hard-won seat at the table.
- Improving supply chain results
The world is becoming more complex. Planning cycles are shrinking. Customer expectations have forced operations to move to mass customization of goods and services.
Once-agreed-upon business assumptions are being questioned and doubted. Global volatility is matched with domestic uncertainty. And future growth opportunities are hard to quantify and visualize.
In this context of rapid change, management practices that have worked in the past may not bring the desired results in today’s new environment.
The companies that will prosper and grow in this environment will be those that use flexibility, efficiency and differentiation to pave the way forward.
The results of our 20th annual trends and issues in logistics and transportation study suggest that firms must direct much more effort toward increasing their operational flexibility.
- Cutting costs, not customers
It costs as much as six times more to get new customers than to keep an old one. Yet too often companies take their customers for granted or don’t look for opportunities to increase revenue from perfectly satisfied customers.
Containing costs is a necessity but organizations can never “cost cut” their way to leadership.
Customers have long memories. They will not forget (or forgive) opportunistic actions, but they will remember excellent customer service.
Now is the time for leaders to focus on their reputation with each of their core customers.
Our report, Cutting costs not customers looks at ways to improve the efficiency of your customer retention management.
- The new role of IT
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.
Learn more about closing the gap between expectations and delivery from IT in our Global 2011 IT performance survey, Innovating for growth.
- Information security in a borderless world
The notion that any organization can be 100% secure is unrealistic in today’s hyper-connected, borderless world. The question is not are you secure, but is the information that matters most secure enough?
Traditional security models that focus primarily on keeping the bad guys out no longer work. The new security model needs to be predictive, proactive, collaborative and enterprise-wide.
It’s time to rethink how organizations can keep their most valuable assets safe. Read our information security insights to learn more.
- Turning risk into results
Events of the last decade have fundamentally shifted how organizations think about risk. They have made substantial investments in personnel, processes and technology to help control business risk.
In making their risk investments, organizations have primarily focused on financial controls and regulatory compliance. What these investments often do not address are the more strategic risk areas.
Those who have addressed strategic risk, and have developed more mature risk management practices, are out performing their peers.
Find out how in our report, Turning risk into results.
- The future of internal audit
The role of internal audit has evolved.
The global financial crisis has significantly impacted how stakeholders view corporate governance and risk management. The need for clearer accountabilities is impacting senior executives, directors and risk-related business unit leaders.
The future of internal audit is now and it focuses on aligning internal audit’s business objectives to that of the organization’s broader business strategy.
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Join us on 26 February for the latest on FATCA reporting and practical considerations for financial institutions to respond to organizational, data and technological challenges.
New threats appear daily, and you need to get ahead. View our resources and learn how to anticipate cyber attacks.
Read advice and insights for future technology executives.
BPM Specialists, Inc. joins Ernst & Young LLP, expanding its business process management capabilities