The flip side

Emotional connection and the customer experience

Where’s the love? And can you measure it?

Traditionally, customer sentiment has been based on measuring satisfaction and advocacy. But a more critical factor is the emotional connection customers have with a brand. To get to this deeper understanding, companies should incorporate both internal and external data into their customer experience (CX) measurement programs.

Resilient leadership

Stories on leading through risk, crisis, and disruption

Since the Resilient podcast series launched in early 2016, we've interviewed more than 20 CEOs, senior business executives, and other top leaders on how they effectively navigated risk, crisis, and disruption. We’ve also asked: What does it mean to be a resilient leader?

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From zero to thirty (thousand)

Accelerating your extended enterprise risk management (EERM) program

For many organizations, the global third-party ecosystem (or extended enterprise) has become an increasingly complex and important source of strategic advantage. But managing this extended enterprise has also become increasingly challenging. One solution: Extended enterprise risk management (EERM).

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How ERM helps drive competitive advantage

Link risk more closely to business strategy

In September 2017, Committee of Sponsoring Organizations of the Treadway Commission (COSO) released its updated enterprise risk management (ERM) framework. And that new framework underscores Deloitte's Strategic Risk practice's point of view: Considering risk when setting strategy, and when executing on that strategy, is critical to business performance.

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Reputational resilience

Cultivating a strong reputation for crisis and beyond

Reputation. It takes a lifetime to build and only an instant to be torn apart. Reputational crises can destroy market value and recovery costs and influence stakeholders’ perceptions. But by cultivating reputational resilience, companies can prepare for crises while also creating lasting value.

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Build construction projects better

By turning risk into confidence

Gain insight into how organizations can turn capital project risk into confidence—and more effectively and consistently deliver on project goals.

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Three steps for executing on your brand promise

Turn insights into action

The difference between a brand promise kept and a brand promise broken can have dramatic consequences. See three steps to consider when executing on brand promise.

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Disruption déjà vu

Create the capacity to take nothing for granted

The US election 2016: A powerful reminder of how assumptions can be overturned and expectations challenged from one day to the next, and a call to action to make sure that uncertainty and surprise don’t undermine your strategic bets.

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Strategic resiliency

Striking the right balance between protecting and creating value

Aligning strategy and risk allows organizations to exercise “strategic resiliency”. And strategic resiliency can increase a company’s chances of success—even amid uncertainty.

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Crisis and the extended enterprise

Withstanding crises that occur outside your four walls

Reliance on third-party service providers, along with their suppliers and partners, has become increasingly pervasive, complex, and interconnected. The decisions and actions of these providers, by default, affect your organization’s business operations and reputation. So what happens when a crisis occurs in this complex and far-reaching ecosystem? How prepared are you to respond and recover from critical events that originate outside the “walls” of your organization? Learn how an extended enterprise approach to crisis management can help you not only reduce revenue loss but also improve operational efficiencies and increase reputational resiliency during turbulent times.

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Cyber risk management oversight and reporting

Proactive steps to protecting and advancing your brand

It’s not a matter of if, but when, a cyberattack will occur. So when faced with the inevitable, how can your organization implement a Secure.Vigilant.Resilient.™ cyber risk management program? And how can you demonstrate the effectiveness of that program to your stakeholders? Taking a proactive approach establishes a strong foundation for addressing cyber risk, enabling the organization to achieve greater operational efficiencies and also add value—helping your stakeholders gain confidence and obtain reliable information to support informed decision making, creating brand differentiation, and enhancing your reputation.

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From zero to thirty

Instituting your extended enterprise risk management (EERM) program

For many organizations, the global third-party ecosystem (known as the extended enterprise) has grown larger and more complex. It’s also become an important source of strategic advantage. But managing this extended enterprise has become increasingly challenging. One solution: Extended enterprise risk management (EERM), which can help organizations better anticipate and manage exposures associated with third parties across the full range of operations.

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A textbook lesson on disruption

The game-changing Brexit referendum​

Mention “disruption” and the conversation often defaults to technology. As in, what new and emerging technologies are both upending and changing what’s possible for business? That’s an important story. But when it comes to disruption, it’s not the only story. Disruption also occurs when the conditions or assumptions that underlie a company’s business success change—and change quickly. A textbook example? The shock and aftershocks brought about by the Brexit referendum.

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Are you getting value out of your risk program?

COSO’s ERM framework update comes with strategic risk advantage

Traditionally, enterprise risk management (ERM) has been implemented to focus on value protection and risk functions were tasked with identifying threats to the organization’s business objectives or strategies. Increasingly, this has involved looking for obvious external threats, while also assessing fundamental challenges to how business is conducted. But in its implementation, ERM’s focus on the known threats, or downside of risk, missed the upside: that when made an essential component of decision making, the ability to spot and assess risk can help organizations create value and seize competitive advantage.

Transforming risk leadership and management in ways that are better attuned to the business realities of the 21^st century means adapting to a more dynamic environment where risk is integrated with opportunity and innovation. Therefore, in today’s business climate, forging a stronger relationship between risk and strategy should be imperative. Enter the Council of Sponsoring Organizations of the Treadway Commission (better known as COSO) and its ERM framework update, released for public comment earlier this summer.

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