The lessons corporate directors take away from the pandemic will be critical to company survival and success beyond 2020. This podcast episode contains insight on board members’ thinking.
Enterprise risk management
Disclosures around oversight of cybersecurity risk by audit committees are increasing in public company proxy statements, according to a yearly analysis released by the Center for Audit Quality and Audit Analytics. But other disclosures have leveled off in recent years.
A survey of U.S. finance decision-makers sheds light on the precautions businesses are taking and how they plan to address future office space needs.
Although blockchain technology creates new risks, organizations also can use it to improve risk management and create better controls.
The Institute of Internal Auditors issued a major update to the Three Lines of Defense model that has been popular in risk management and governance processes for years.
A lawyer with years of experience advising companies on crisis management shares current and future legal risks organizations should be considering.
The Committee of Sponsoring Organizations of the Treadway Commission has published new guidance on risk appetite and its critical links with strategy and decision-making.
The fast-moving, global reach of the coronavirus has illustrated that a forward-looking approach to risk management is more important than ever.
The sudden onset of the coronavirus is testing many companies’ financial stability and emergency preparedness. But financial executives tend to believe their businesses are positioned to weather the storm.
Business leaders should be proactive in putting emergency plans in place in response to the spread of coronavirus. Here’s a checklist for organizations related to employees, customers, and vendors.
Unforeseen, fast-moving risks call for new models of risk management.
U.S. businesses can use a number of strategies to soften the impact of tariffs on their operations.
Failing to plan can have serious consequences for companies and firms that don’t prepare carefully for disaster recovery and business continuity.
Risk functions benefit from connections to digital initiatives.
Major trends emerge in 10 years of surveys.
Jennifer H. Elder, CPA/CFF, CGMA, co-author of the book "Faster Disaster Recovery: The Business Owner’s Guide to Developing a Business Continuity Plan," discusses how to prepare so that an organization’s finances and reputation will be protected if a disaster occurs.
One theme that has emerged from 10 years of survey data on risk management: It’s not getting any easier.
Risk functions that are up to speed with organizations’ digital initiatives are better able to manage risks in a transformative time.
Integrating risk management and financial planning and analysis can offer new insights that could affect business projections.
The document addresses risks from extreme weather to product safety.