As 2022 comes to a close, legal and compliance leaders should reflect on what they’ve learned about risk management over the past twelve months to improve practices and identify key priorities for 2023. The nature of today’s risks requires more from risk management initiatives. Legal and compliance leaders must prioritize additional capabilities to ensure effective management to meet the demands of evolving risks. Join this free le...

Risk-informed decisions become increasingly difficult to make as public sector enterprise risk management (ERM) teams face pressure to make decisions faster with a growing number of highly interconnected risks. This high accountability environment makes ERM’s task of supporting risk-informed and high-quality decisions more critical than ever. Join this complimentary audit and risk webinar for public sector risk leaders that explores what...

Enterprise applications ranging from aircraft maintenance to food safety use tokenized real-world assets and smart contracts to manage them. While the benefits are starting to materialize, risks are high, thorny problems remain and “killer apps” that drive mainstream adoption have not yet arrived. This complimentary webinar will clarify the unique attributes and value of blockchain, Web3, cryptocurrencies, and non-fungible tokens (...

In the journey to product-market fit and beyond, three out of every four tech CEOs will encounter at least one growth stall. Tech CEOs must be mindful of the risks and signs of impending growth stalls so that they can proactively pivot their organization to beyond these chasms. Pivot refers to the experience of a significant business change that requires an organization to make material modifications to their products/services, go to market fu...

Inflection points and wild cards continually threaten to shake up industries. However, future-fit organizations survive disruption by actively sensing and responding to changes. Still, more than 60% of organizations do not have a formal process for this type of trendspotting, according to a Gartner survey. Executives who are not adequately trendspotting already likely will miss critical inputs to their strategic assumptions and planning. This...

The impact of pandemic and the rapid acceleration of digital initiatives in a short time, forced organizations to control and manage disruptions to their business. As security and risk management leaders handle the recovery and renewal phases from the past two years, they must consider forward-looking strategic planning assumptions when allocating resources and selecting products and prioritizing services and initiatives. How do security and r...

Between hybrid work and digital fatigue, elevated turnover and political polarization, CHROs and HR leaders are faced with new challenges as the erosion of quality work relationships becomes a lasting legacy of the pandemic era. In a world primed to pull people apart, organizations that create fresh opportunities to get employees pulling in new directions, finding greater authenticity, creativity and connection amid fragmentation — and u...

Inflection points and wild cards continually threaten to shake up industries. However, future-fit organizations survive disruption by actively sensing and responding to changes. Still, more than 60% of organizations do not have a formal process for this type of trendspotting, according to a Gartner survey. Executives who are not adequately trendspotting already likely will miss critical inputs to their strategic assumptions and planning. This...

As cyber attacks pose a growing, more serious threat to supply chain operations, our supply chains are not as secure as they should be. Supply chain leaders are not experts in cybersecurity, and they need to establish tight governance approaches with IT and security counterparts across the enterprise to protect supply chain IT, cyber-physical systems, and products. The threat vectors extend well beyond the enterprise, reaching into the third-p...

With the speed of risk, the pace of change and the degree of uncertainty reaching high levels, business leaders seek relationships with colleagues they can trust and can help them succeed. Yet, many chief auditing executives (CAEs) have found it challenging to intentionally position themselves as a trusted business partner who can help internal stakeholders achieve their objectives. Effective CAEs need communication skills that work across the...