Deloitte Risk and Financial Advisory perspectives
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No matter how complex your business questions, we have the capabilities and experience to deliver the answers you need to move forward. We help clients manage an array of risks, turning roadblocks into opportunities. Delve into our insights and perspectives to learn more about how we can help you lead, navigate, and disrupt in your industry.
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Learn how to manage risk with digital technology
A conversation with Risk and Financial Advisory CEO, Chuck Saia
As CEO of Deloitte Risk and Financial Advisory, Deloitte & Touche LLP, Chuck Saia understands the value not only of traditional risk management, but the emerging practices and technologies designed to help organizations be risk resilient in the face of cyberattacks, black swans, and other potential threats to an organization’s lifeblood.
From his experience serving as chief Risk, Reputation, and Regulatory Affairs officer at Deloitte LLP prior to his appointment as CEO, Chuck also understands the importance of viewing risk as a strategic asset to create value. Here, he discusses the importance of dialogue between the C-suite and boards on core risk management issues, as well as how advances in digital technology are bringing new capabilities for organizations to protect their reputations and advance business strategy.
Read the full article, and learn more about Deloitte’s perspective on managing risk.
Explore hot topics and perspectives from our six core markets
Lead. Navigate. Disrupt. Insights and research to accelerate performance by embracing complexity
Strategic & Reputation Risk Management
For organizations that see risk, complexity, and disruption as forces to resist, there is an opportunity to change perspective and see these forces from a new angle. In today’s uncertain financial and regulatory environment, leaders who innovate and embrace complexity can seize competitive advantage. Explore findings from three surveys that cover the benefits of a value-focused risk strategy; risk management in the extended enterprise; and how an elevated risk management function—with direct lines to the C-suite and the board—can drive organizational strategy. Learn how you can lead, navigate, and disrupt in your industry.
Beneath the surface of a cyberattack: A deeper look at business impacts
Do leaders accurately gauge the impact a
Five insights into anti-corruption compliance programs: Revisiting the FCPA
Corporate compliance teams can benefit from remaining highly vigilant and considering these five key insights as they review and refresh their anti-corruption compliance programs. In this interview with Ed Rial, principal, Deloitte Financial Advisory Services LPP, Ed outlines the ways companies should take a fresh look at their anti-corruption compliance programs in light of ongoing enforcement of the FCPA. Is it time to revisit your program? Explore our five insights into anti-corruption compliance programs.
Becoming agile: Elevating internal audit performance and value
Internal Audit & Assurance
This article, part one in the 'Becoming agile' series provides an overview of agile principles and their application to internal auditing. Learn how agile internal audit can help you generate greater stakeholder engagement, faster audit cycle times, and more insightful reporting.
Operational risk management: The new differentiator
Regulatory & Operational Risk
Are you using operational risk management (ORM) as an organizational imperative? Effective management of operational risks will increase C-suite visibility and encourage more informed risk-taking. Integrating ORM strategy, tools, and processes into your organizational goals will lead to improved product performance, greater brand recognition, and deliver sustainable financial results. Take the steps toward driving better business decisions and creating competitive advantage today.
Digital controllership™—From “debits and credits” to “bits and bytes”
Financial Risk, Transactions, & Restructuring
Emerging business trends and forces are driving change within accounting and finance organizations. These changes are also enabling the controllership function to imagine a dramatically different future—a future in which “digital controllership” can harness innovation and technology to fundamentally transform the controllership role and add greater value to the organization.