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  • Director 360
    This survey, provides a unique perspective on the concerns that boards of directors face around the world, on a variety of corporate governance matters. This year's survey expanded to include topics such as regulatory trends and associated perceptions, cyber security, internal audit, compliance and anti-corruption regulations — among others.
  • Behavioral traps and innovation: What innovators can learn from investors' failures
    The field of behavioral finance has identified persistent biases that affect investment decisions. Similarly, the pursuit of innovation entails a future orientation, uncertainty, and tensions between the long — and short-term — shared traits that suggest lessons learned from the former can inform the latter.
  • More growth options up front: Big data enables a new opening step in the growth decision-making process
    In the past, growth decisions were limited mostly to the ideas that executives could envision on their own. Today, with big data, executives can consider growth options that they might otherwise not even have imagined.
  • M&A Trends Report: A comprehensive look at the M&A market
    Over the past 18 months, merger and acquisition (M&A) activity has accelerated in the U.S. That trend is poised to continue, if not increase, according to the first annual Deloitte M&A Trends report. The report highlights increased deal activity for corporate and private equity respondents and also reveals the factors that can help impact deal success.
  • Building a culture of continuous improvement in an age of disruption
    Learn more about the effects of a changing work environment on continuous improvement, as well as five precepts that can help graft continuous improvement into a company's culture so that it becomes part of the organization's DNA.
  • Business Trends 2014
    New consumers. New collaborations. New leadership. How will the next wave of globalization impact your organization? Explore nine trends currently reshaping the business environment, driven by long-term, probably irreversible, shifts in the global economy.
  • Risk intelligent governance: Lessons from state-of-the-art board practices
    To help boards meet rising expectations for improved governance and risk management, this paper takes a closer look at state-of-the-art board practices. These practices focus on six key areas: defining the board's risk oversight role; fostering a risk intelligent culture; approving the risk appetite; helping management incorporate risk intelligence into strategy; assessing the maturity of the risk governance process; and making sure the organization discloses the risk story to stakeholders
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