Why is creating a strong culture is a prerequisite to sustainable, integrated and value-added enterprise risk management?
What is a risk curve and how can you use it to better link strategy to performance?
Viewing risk from the vantage point of strategy can help you perform due diligence on strategic alternatives during the strategy selection process.
In an age of driverless cars and big data analytics, some leading economists question
whether GDP is an appropriate measure of productivity, output, and income. When it
comes to capturing profit in emerging markets (EMs), we may fixate too much on GDP
data. Our view is that it is the abundant demographics underpin growth across sectors
and global markets, from Brazil to the Philippines.
As growth slows in older, established markets entertainment and media (E&M) companies are looking toward emerging markets for more robust revenue trajectories.
As proverbial bombshells go, the Dodd-Frank Act, which was first proposed to Congress in the summer of 2009, was a big one. The wide-ranging response to the 2008 financial crisis included the most significant changes to US financial regulation in close to a century. Fast forward eight years, how has the energy industry used regulation to its advantage?
Four big reasons why you need to pay attention to COSO’s enterprise risk management framework. Hint: They all relate to improving risk discussions in boardrooms.
Even though 67% of CEOs we spoke to in our 2016 Global CEO Survey say there are more threats to business today than three years ago, still, 14% not only believe there are more threats to business today, but also are “very confident” of their growth prospects.
A strategic approach to managing regulatory-driven change in the technology, media and telecom space
Who are the winners and the losers in the new world economic order?
The Economist Intelligence Unit (EIU) published a report on organisational resilience that points to the yawning gap between corporations’ awareness of resilience’s importance and their ability to make it happen. We explain that building resilience begins with getting people on board and building the right culture, not implementing new processes.
It’s December and that means the members of the business press are making bold predictions for the coming year. And when 2016 is over, they’ll look back and cherish their prescient hits more than they’ll bemoan the bad luck of their misses. That’s a cognitive bias we all suffer from. Let them have their fun. And who knows: maybe Bloomberg BusinessWeek will be right and India will pass a goods and services tax (GST) this year, a possibility that everyone doing business in India should prepare for.
Don’t confuse enterprise resilience for enterprise risk management (ERM). They’re both essential approaches to opportunity, risk and change.
What is the nature of power and risk? Do powerful leaders take on more risk when they feel threatened or do they tend to play it safe? Read here for insights to these and other questions.
It’s not even a decade since businesses started amassing cash as a buffer against volatile markets. Now sitting atop piles of surplus corporate cash, corporate treasurers are asking what to do with it to make it perform. But the world today is equally volatile, argues PwC’s Peter Frank, and in this article he suggests some questions to ask first in guiding strategic decisions about cash.
In early September, the US Food and Drug Administration finalised new rules that for the first time will require US food manufacturers to develop and implement detailed plans to prevent foodborne illness. How can they turn this requirement into an opportunity to grow and take advantage of change?
As a result of risk, regulatory and compliance activities, financial institutions possess much of the data they need to strengthen their long-term organisational resilience.
A recommended list of novels that might just make you a more resilient leader from the co-editor of PwC’s Resilience Journal.
When a crisis hits your organisation, how will you find out about it as a board member? Through employees, customers, or maybe virally through social media?
Hopefully though, your organisation has a well-prepared and well-rehearsed crisis plan, in which case you will most likely learn about the facts of the crisis speedily and directly from the organisation’s authorised incident “commander” or spokesperson.
By Dennis Chesley More risk or more opportunity, what do you see in the near future? When we asked 1,322 CEOs this question as part of PwC’s 18th Annual Global CEO Survey this year, the response showed that business leaders are almost evenly split. 59% see greater risk this year...