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  • Whitepaper

    November 2, 2022
    The Challenge and Opportunity Forecasting is a key opportunity for finance to add a significant amount of value and provide strategic insight to an organisation. One of the areas in which chief financial officers (CFOs) aspire to help their organisations excel is in providing forward-looking, insightful information about future revenues, expenses and cash flow to help decision-makers chart a…
  • Newsletter

    February 12, 2021
    Like any enterprisewide organisational change, implementing an operational resilience program across an organisation requires a careful and collaborative effort to be successful. Whether implementation has been in the works for several years or is just beginning, turning the resilience program from concept to reality is hard work. Except for the most dynamic and change-oriented…
  • Newsletter

    April 15, 2022
    Every company is a technology company today. With business and technology inextricably intertwined, directors need to possess sufficient knowledge of technology issues to execute their duty of care responsibilities. Research indicates there is a financial performance payback from a technology-savvy board. An analysis of the boards of U.S.-listed companies determined that companies with boards of…
  • Newsletter

    January 14, 2022
    Our global survey of C-level executives and directors highlights the influence of COVID-19, people and culture issues, the economy, and digital transformation on the near-term risk landscape. In the following table, we rank our survey’s highest-rated risk themes in order of priority to provide a context for understanding the most critical uncertainties companies face over the next 12…
  • Whitepaper

    March 26, 2018
    Although every large-scale system implementation is unique, the risks inherent in these programs are largely consistent across all programs. The internal audit (IA) function can help significantly reduce these risks by playing a role that is educational, consultative or audit in nature, and by bringing deep independent subject-matter expertise to the most common risk areas. IA’s ability to…
  • Podcast

    February 23, 2022
    Controlling a quantum computer can mean a lot of things. For Q-CTRL, it includes better error correction and tools that help improve the performance of algorithms … by a factor of 9,000. It also means having a strong educational environment to help solve the talent shortage facing the industry. Join host Konstantinos Karagiannis for a chat with Michael J. Biercuk from Q-CTRL on how control…
  • Podcast

    March 9, 2022
    Quantum volume. Algorithmic qubits. Qubit counts in general. What do they really tell us about the usability and power of a quantum computer? As we learned from classical computing, only benchmark software can really compare how systems perform different tasks. Super.tech is back to discuss their SupermarQ benchmark suite that gives us real performance data for quantum hardware. Guests: …
  • Whitepaper

    December 2, 2021
    Finance leaders in the retail and consumer packaged goods (CPG) industry have been leading their organisations’ efforts to manage and adapt to challenges produced by the global pandemic. Many of these persistent pandemic-related challenges will continue to be a primary focus for finance leaders over the next 12 months, along with new and emerging priorities. According to the results of Protiviti…
  • Newsletter

    October 15, 2020
    Environmental, social and governance (ESG) reporting has come into its own as a discipline, with most public companies now issuing sustainability reports. What’s the board’s role in ensuring these reports are responsive to investors’ needs?
  • Whitepaper

    October 4, 2018
    Renowned management guru, author and professor Michael Porter has a number of spot-on quotes about strategy, including this one: “A company without a strategy is willing to try anything.” If you are a CIO or data officer and this sounds painfully familiar to you, you are not alone. As digitalisation has started to dominate the thinking of CEOs and board members, the pressure to realise value from…
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