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October 1, 2012 |  BY Jack Hagel |  Article

You’re about to embark on an important project. You think it will be a success, but you can’t be sure. So you imagine that, a year down the track, your project has failed. Then you seek answers: What killed it? How could failure have been avoided? What other kinds of low-probability events could have shut down the project? Executives, spooked by devastating “black swan events” during the financial crisis, are increasingly examining these kinds of what-if scenarios to stress-test risks in a potential strategy or to refine contingency planning.

October 1, 2012 |  BY Jack Hagel |  Article

You’re about to embark on an important project. You think it will be a success, but you can’t be sure. So you imagine that, a year down the track, your project has failed. Then you seek answers: What killed it? How could failure have been avoided? What other kinds of low-probability events could have shut down the project? Executives, spooked by devastating “black swan events” during the financial crisis, are increasingly examining these kinds of what-if scenarios to stress-test risks in a potential strategy or to refine contingency planning.

October 1, 2012 |  BY Jack Hagel |  Article

You’re about to embark on an important project. You think it will be a success, but you can’t be sure. So you imagine that, a year down the track, your project has failed. Then you seek answers: What killed it? How could failure have been avoided? What other kinds of low-probability events could have shut down the project? Executives, spooked by devastating “black swan events” during the financial crisis, are increasingly examining these kinds of what-if scenarios to stress-test risks in a potential strategy or to refine contingency planning.

September 1, 2012 |  BY Kenneth A. Merchant, CPA, Ph.D. |  Article

During the past decade, many corporations have embraced enterprise risk management (ERM) processes to identify and prioritize risk. The prioritization of risk is typically done through “heat maps” showing which risks are most likely and which may have the most severe consequences. Effective ERM processes force an integrated consideration of risk, looking beyond single projects and departments.

September 1, 2012 |  BY Kenneth A. Merchant, CPA, Ph.D. |  Article

During the past decade, many corporations have embraced enterprise risk management (ERM) processes to identify and prioritize risk. The prioritization of risk is typically done through “heat maps” showing which risks are most likely and which may have the most severe consequences. Effective ERM processes force an integrated consideration of risk, looking beyond single projects and departments.

September 1, 2012 |  BY Kenneth A. Merchant, CPA, Ph.D. |  Article

During the past decade, many corporations have embraced enterprise risk management (ERM) processes to identify and prioritize risk. The prioritization of risk is typically done through “heat maps” showing which risks are most likely and which may have the most severe consequences. Effective ERM processes force an integrated consideration of risk, looking beyond single projects and departments.

February 28, 2012 |  BY Ken Tysiac |  Article

Broker-dealers, mutual funds and other SEC-regulated entities would be required to create programs to detect and respond appropriately to identity theft red flags under an SEC rules proposal announced Tuesday and issued for public comment. The proposed rules are designed to protect investors from identity theft and are similar to rules adopted in 2007 by the Federal Trade Commission (FTC) and other federal financial regulatory agencies.

October 1, 2011 |  BY Edward Mazur, CPA and John Montoro, CPA |  Article

Current economic conditions, including job losses, illiquid credit markets, an ailing construction industry and reduced consumer spending, have combined to increase risk and uncertainty not only across all private industries, but also in the public sector, including local governments, states and, perhaps most importantly, the federal government. AICPA Statement of Position (SOP) 94-6, Disclosure of Certain Significant Risks and Uncertainties, and FASB Accounting Standards Codification (ASC) Topic 275, Risks and Uncertainties, require certain disclosures about risks and uncertainties relating to the nature of operations, the use and significance of estimates in financial statements and the

August 1, 2011 |  BY Gary James |  Article

The U.K. Bribery Act 2010 that took effect July 1 represents a major change in global anticorruption law, but awareness of its provisions remains low, according to a Deloitte webcast poll. U.S. companies with offices or sales activities in the U.K. need to get up to speed with its provisions, experts warn, because the law applies both to companies that are incorporated in the U.K.

July 28, 2011 |  BY MICHAEL FERGUSON, CPA |  Article

In recent years, as economies in developed countries have slipped and stagnated, a number of U.S. and other companies have sought to fuel growth by investing in emerging markets. There are many benefits to employing such a strategy: By and large, developing countries promise access to new, untapped markets; rising levels of consumption, driven by rapidly growing middle classes; and access to inexpensive labor and materials.