Many directors still struggle with risk governance. This podcast discusses practical ways board members can jump-start the risk governance discussion.

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Stacy Janiak and Carl E. Steidtmann discuss the results of Deloitte's 24th Annual Holiday Survey in the latest episode of Deloitte Insights.

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With recent economic and oil price fluctuations, minimizing contract risk and increasing contract compliance in the Oil and Gas industry has greater importance.

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Innovation can come from anywhere. Some companies today are turning to their employees or customers as a source of innovation.

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Some hoteliers have a cynical reaction to the green movement, as it represents a departure from the status quo. Many are skeptical that hotels can adopt more environmental practices while maintaining cost control and guest satisfaction levels. Highlights: Are there any uniform industry standards when it comes to sustainable or green hotel practices? How can hotel companies ?earn points? to obtain Leadership in Energy and Environmental Design (LEED) certification? What are the pitfalls of transforming the older hotel facilities into environmentally friendly facilities What should lodging companies be aware of to mitigate the risk of misleading public disclosures and to promote transparency? Guests: Anthony Campanelli, senior manager, Deloitte Financial Advisory Services LLP Rod Millott, partner, Deloitte & Touche LLP Christopher Rizzo, Environmental Practice Area lawyer with Carter, Ledyard & Milburn LLP

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In today?s economy, many companies are highly dependent upon external business relationships to achieve business objectives and shareholder value. More and more, corporate growth and business success are supported through outsourcing, licensing, strategic alliances and joint development arrangements. These extended business relationships comprise what is now a widespread business model: the extended enterprise. However, contracting alone cannot guarantee the success of a relationship or performance accountability, and does not eliminate the associated risks. In short, you cannot outsource certain risks. Our guest speakers discuss proactive strategies that can help enterprise-level relationships move to create trust and value. Highlights: What kinds of risks might a company encounter with extended business relationships at the enterprise level? How does an organization?s risk profile change with economic cycles? How might a company put together an approach for a sustainable contract risk and compliance process? How can executives prepare themselves to take advantage of an upward economy? Guests: Sandy Pundmann, partner, and Governance Risk & Regulatory Audit & Enterprise Risk Services functional leader, Deloitte & Touche LLP David Zechnich, partner, Contract Risk & Compliance, Deloitte & Touche LLP

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Corporate giving has traditionally involved writing a check and calling it a day. But at a time when demands for nonprofit services are on the rise, cash donations are on the decline. Meanwhile, a national call-to-service is spotlighting the power of volunteerism. Enter the new corporate citizen: Instead of donating money to pay for work, companies can cut out the middle man ? through pro-bono engagement and skills-based volunteerism. If corporate philanthropy is expanded to include the prized commodity of workplace talent, the relationship can reap considerably more value ? and do far more good ? for nonprofits and communities in need. Highlights: The Deloitte Volunteer IMPACT Survey suggests many nonprofits and companies should think about pro bono as an actual currency. What exactly does that mean? Given the current pressures on revenue in both the private and nonprofit sectors, how can organizations go about making the investments needed to take advantage of skilled volunteers? How has Deloitte helped College Summit overcome organizational challenges through its pro-bono work? It sounds deceptively simple: Nonprofits are asking for money to pay for work, when they could just be asking companies for the work itself. Why isn?t more of this happening? Guests: Dean Furbush, president, College Summit Evan Hochberg, national director, Community Involvement, Deloitte Services LP Humbelina Sanchez, director, Deloitte Consulting LLP

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Growth is a goal for most organizations. However, for technology companies, growth is a strategic imperative, and rapid growth comes with a set of evolving risks. The technology industry is dynamic and fluid, lending itself to a constant flux of threats, but also plenty of opportunities. A threat that might severely impede a technology company at one stage of its lifecycle ? such as the unexpected pullout of an important strategic partner ? may dissipate over time as products are released and consistent revenue streams are established. Yet the disappearance of one risk will often be accompanied by the appearance of another. Highlights: The growth rate for most technology companies reaches a plateau at a certain stage. How can risk management be used to help companies avoid ?flatlining?? Innovation fuels technology companies more so than any other industry. What are some ways the concept of Risk Intelligence can be used to foster innovation? What issues should technology companies consider when embarking on a merger or acquisition? The act of pursuing capital and courting investors can be a time-consuming task for executives, especially in these current economic times. How can an effective risk analysis help technology companies gain efficient access to capital? Guests: Mark Jensen, U.S. Audit and Enterprise Risk Services Technology leader, Deloitte & Touche LLP Eric Openshaw, vice chairman and U.S. Technology leader, Deloitte LLP

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With the economic downturn impacting almost every industry, businesses have been challenged to cut cost while maintaining a strong enterprise. Some companies are reducing costs by bringing work normally performed by outside counsel or vendors in-house. As more companies do this, relationships between law firms, vendors and corporate legal departments are changing. Highlights: Many have speculated that the current downturn and corporate investigations resulting from failing businesses will lead to increase litigation in the next few years. In what areas might litigation be most prominent? As budgets tighten, what can law departments do to reduce costs without increasing their company?s risk exposure? How can law departments capitalize on their information technology investments? Guests: David Williams, chief executive officer, Deloitte Financial Advisory Services LLP Mark Califano, head of Litigation, GE Capital

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Today?s turbulent economic environment calls for greater attention to risk management than ever before. Stressors such as low consumer demand, limited access to credit, market uncertainty and the global recession can increase risk exposures far above acceptable levels ? especially if risk management activities don?t receive the proper amount of attention. It sounds somber, but there?s good news. The volatile environment has also highlighted risk management as a key driver of value for business leaders who embrace the opportunities that risk can create. And, a strategic view of risk can help executives protect and pursue enterprise value throughout the recession and beyond. Highlights: What does it mean to be ?Risk Intelligent,? and how does that play into today?s current environment? During a recession, leaders need to be especially vigilant about aligning business goals with risk management objectives. What is the significance of this alignment? Should companies continue to take risks in a down economy ? or is that considered sheer recklessness? What are some ways cost reduction opportunities could actually improve risk management effectiveness? Guests: Sandy Pundmann, partner, Deloitte & Touche LLP Tim Lupfer, director, Deloitte Consulting LLP Wim Eysink, partner, Deloitte Netherlands

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Despite the challenging times, there are still incredible opportunities for innovators. And technology is the home of innovation. Industry veterans still expect to see significant new disruptive capabilities emerge ? both in products and services. Additionally, it is predicted that there will be many interesting new ways of doing business that result from this economic crisis. Yet, it will take more than just being a great technology company to survive in the current environment. Organizations that focus on being a well-run company by identifying new revenue sources and maximizing enterprise efficiencies may well discover that they can deliver more value with fewer resources and thrive in the global economy. Highlights: * Until recently, the technology industry was expected to be significantly less impacted by the economic downturn; however, it now appears that the impact of the global recession was simply delayed, and the industry wasn?t immune after all. How surprising is it that it played out this way? * How does the current downturn in tech compare to the crash-and-burn scenario that occurred in 2001? * What do you expect to see either in mergers and acquisitions or in other creative uses of the sector?s strong cash position? * Are there any immediate growth opportunities on which tech companies can potentially capitalize? Guests: John Ciacchella, principal and technology industry leader, Deloitte Consulting LLP Eric Openshaw, vice chairman and U.S. technology leader, Deloitte LLP

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Thoughtful planning is an effective way to manage long-term costs and avoid expensive surprises. As companies develop strategies for managing through the economic downturn and evaluate their short- and long-term priorities, some leaders are factoring International Financial Reporting Standards (IFRS) into their plans today. Recognizing the value of planning ahead and the need to competitively position the organization for the future, forward-thinking leaders in the U.S. are taking steps now to prepare their organizations for IFRS. Highlights: -The economy is in challenging times, and companies have a lot on their plates. Why are we talking about IFRS now? -How are companies responding to recent Securities and Exchange Commission (SEC) developments regarding IFRS? -Converting to IFRS isn?t just about a change in accounting policies. What areas will most likely be affected by a transition? -How will the role of chief financial officer (CFO) be changed by IFRS, and what can CFOs do to prepare? Guests: Donald J. (D.J.) Gannon, partner, Deloitte & Touche LLP Alfred Popken, principal, Deloitte & Touche LLP Joel Osnoss, partner, Deloitte & Touche LLP

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When it comes to putting together a fraud risk program, executives may not know where to start, but just by figuring out which risks need to be addressed, and in what order, they?ve already won half the battle. Complacency is no solution: Preventing and detecting fraud is everyone?s business. Highlights: What are some of the trends today that argue in favor of stronger fraud risk management on the part of organizations? What are some of the key elements of an effective fraud risk management program? What are some of the factors an organization may consider in order to determine how to respond to and assess allegations of fraud? What may be entailed in a ?gap analysis?? Guests: James Cottrell, partner, Deloitte Financial Advisory Services LLP Mohammed Ahmed, senior manager, Deloitte Financial Advisory Services LLP

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Welcome to the IFRS Summit with Sir David Tweedie: Top International Financial Reporting Standards' (IFRS) Challenges and Opportunities. Please listen as Christopher Caridi, vice president, assistant controller, Thomson Reuters; Chris Tanana, director of component financial control, Chrysler LLC; and Martin Wheatcroft, controller, vice president U.S. Accounting Services, National Grid, discuss IFRS adoption considerations and strategies with moderator Joel Osnoss, partner at Deloitte & Touche LLP. Recorded December 11, 2008, based on information available at the time.

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Welcome to the IFRS Summit with Sir David Tweedie: Top International Financial Reporting Standards (IFRS) Challenges and Opportunities. Please listen as Sir David Tweedie, Chairman of the International Accounting Standards Board (IASB) and the architect of IFRS, is interviewed by Robert Bruce, the UK?s leading commentator on accounting and financial reporting issues. Recorded December 11, 2008, based on information available at the time.

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Going green has never been more popular, especially now that a new U.S. administration is set to push the environment to the forefront of its agenda. Many businesses have already taken the lead by voluntarily implementing environmental programs, many of which focus on information technology (IT), particularly when it comes to cutting down on energy consumption. In the future, though, companies that have based policies on incremental or cosmetic changes run the risk of either playing catch up or going out of business. By contrast, those companies that adopt a more structured approach to deploying and managing their green technologies will be in the best position to capitalize on what?s being called the next wave of green IT. As surfers know, it?s much better to be riding a wave than to be rolled over by it. Highlights: - What do you see as the next wave in green IT? What?s been termed the first iteration of green technology? - How can all units and functions of an organization be brought in to support sustainability programs? - Companies may have already taken internal steps to improve processes and cut waste, but if they?re going to take that giant leap forward they will have to look to the development of new green technologies. What kinds of technologies will help companies make that leap? - Green IT solutions can be both far-reaching and expensive. How can companies undertake these solutions, especially during a severe downturn when they?re trying to rein in costs? Guests: Lynda Pak, director, Deloitte Consulting LLP John Winstanley, associate partner, Deloitte MCS Ltd

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If prizes were given out to industries that had the most cost overruns, delays and inefficiencies, aerospace and defense (A&D) would probably win hands down. On average, new weapons systems are coming in two years late, saddling taxpayers with nearly $300 billion in unanticipated costs. Human nature is partly to blame: Too many contractors presume a ?sunny day? scenario, projecting budget requests that are based on nothing going wrong. But things are about to change. The industry is going to have to make some painful adjustments as Washington is forced to devote more of its resources to shore up the ailing economy. For the foreseeable future sunny days are likely to be few and far between. Highlights: * Why have so many efforts to reform the acquisitions system fallen short of expected results? * How can earned value management provide A&D program managers with accurate and reliable feedback on cost and schedule performance through the life cycles of their programs? * What kinds of challenges has supply chain complexity created for the A&D industry? * How do political considerations influence the procurement process? Guests: Tom Captain, vice chairman, Deloitte LLP John Coykendall, principal, Deloitte Consulting LLP Rod Mateer, partner, Deloitte & Touche LLP

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We are under attack, and we may not know about it until it?s too late. Over the last ten years, almost on a daily basis, cyber criminals have been mounting attacks against federal agencies and private industries, exploiting the same technologies and interconnectedness that have streamlined business and made life so convenient for consumers. Vandalism, fraud, identity theft and corporate espionage carried out by gangs of tech-savvy intruders are siphoning more than 100 billion dollars out of the economy annually. But it?s the threat to national security that has really gotten Washington?s attention. The burden of safeguarding sensitive data and computer networks falls on federal agencies, organizations, users and administrators alike; and while cybsersecurity systems may be expensive to build and maintain, the cost of doing nothing is greater by far. Highlights: -Which threats to cybersecurity should the government and private industry be most concerned about? -How can both the government and the private sector determine which data to secure, and at what level, when there is so much of it and not all data are equally critical? -Nine out of 10 chief information officers and chief security officers see cybercrime as a major business risk. Are organizations giving the priority to cybersecurity that they should? -What exactly is a cyber mindset, and how do we get from here to there? Guests: Colonel Gary McAlum, senior manager in the Federal Government Services Practice, Deloitte & Touche LLP General Harry Raduege, chairman, The Deloitte Center for Network Innovation, Deloitte & Touche LLP Amit Yoran, chairman and chief executive officer of NetWitness Corporation and previous director of the National Cyber Security Division of Homeland Security

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Until recently, few people knew what a Sovereign Wealth Fund (SWF) was, even though some of these funds have been in existence for decades. An SWF certainly doesn?t always look or act like other investment vehicles. These special-purpose investment funds are owned by foreign governments whose policies may sometimes differ from the policies of the countries where they invest; thus SWFs sometimes generate controversy. To help ensure an appropriate level of comfort with the activities of SWFs, representatives of 26 countries hammered out a voluntary agreement called the ?Generally Accepted Principles and Practices? (?GAPP?) for SWFs, commonly referred to as the ?Santiago Principles.? If these principles work as intended, they should go a long way to achieving another important goal of the Santiago meeting ? maintaining a stable global financial system and the free flow of capital and investment. Highlights: -The International Working Group of Sovereign Wealth Funds began its work in May 2008, and the Santiago Principles were unveiled in October. What were some of the motivating factors that led to this agreement, and why did the process from inception to final agreement move so rapidly? -Is it possible to distill the 24 Santiago Principles into major themes? -How might these principles help in establishing trust and allaying concerns about political or national security implications? -Given the current volatility of the global financial system, is the impact of SWFs likely to be dimininished, especially since much of their wealth comes from trade surpluses, which are shrinking, and commodities, whose prices have plummeted? Guests: Frank Dubas, partner, Deloitte & Touche LLP Omar Fahoum, chairman and chief executive officer, Deloitte - Middle East Aase-Aamda Lundgaard, partner and audit leader, Deloitte ? Norway

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In the same way you can walk into a high-end clothing store and be fitted for a custom-tailored suit, you may soon have the opportunity to go to your doctor?s office and receive a custom-tailored treatment for your ailments. It?s called personalized medicine ? therapeutics and diagnostics that are targeted for specific ethnic, familial and other demographic groups based on their genetic profiles, certain biomarkers and environmental exposure. Not only are these treatments likely to be more effective, but they also have the potential to reduce adverse side effects and improve your quality of life. Highlights: * How can personalized medicine be beneficial for all stakeholders ? businesses and consumers alike ? as well as society as a whole? * Why is personalized medicine becoming more attractive to pharmaceutical companies than the so-called blockbuster drugs that have long bolstered their bottom line? * How can life sciences companies attain a high return on investment from personalized treatments in spite of the fact that the markets for them are smaller than they are for most conventional drugs? How can health plans rationalize covering the expense of personalized therapeutics for their members? * Health care innovations can challenge the status quo, and personalized medicine is unlikely to be an exception. What kind of disruption may this technology cause, and how slowly or rapidly might it be adopted? Guests: Terry Hisey, vice chairman, U.S. Life Sciences leader, Deloitte LLP Paul Keckley, Ph.D., executive director, Deloitte Center for Health Solutions, Deloitte LLP

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Who are you? How do you define your identity? Chances are you aren?t thinking of your passwords, usernames and personal identification numbers as an integral part of who you are, but in fact, our virtual identities (IDs) are assuming ever greater importance in both our private and professional lives. What?s more, from a business perspective, virtual identities are actually part of an organization?s data assets, as well as a potential liability. Imagine the potential consequences of identity theft or unauthorized access to your medical records. With companies becoming more virtual, enterprises urgently need to manage identity assets across multiple applications and systems, and even among their ecosystem of business relationships. It may not be possible to destroy our digital identities once they?re created, but it is certainly possible to protect them. Highlights: -What are some of the ramifications of the convergence of real-world identities with digital identities that can occur in credit card transactions, for example, or in e-commerce? -Why has it become so important for businesses to put in place programs to manage identities ? not just of employees, but also of stakeholders, customers, third party contractors and vendors? -Not all data are equal. How do you weigh the value and risks of each data asset to set priorities? -We all know how much time and aggravation we spend trying to juggle or even remember all of our various passwords and usernames. How can an identity access management program make it easier for people to obtain the information they need while still making sure that information is secure? Guests: Mark Ford, principal, Security & Privacy Services, Deloitte & Touche LLP Rena Mears, partner, Security & Privacy Services, Deloitte & Touche LLP

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When poorly managed, risk-taking can push companies to the brink of disaster. Today?s subprime crisis can be traced to many factors, but they all underscore the need for better Risk Intelligence. If they?re to avoid repeating the mistakes of the past, companies need to look at their organizations more like symphony orchestras with employees playing multiple parts in complex arrangements; that requires a risk management framework ? and it requires knowing who is responsible for what. Business units have to work in synch, and risk managers cannot stay isolated in silos. Taking risks can pay off handsomely, but only if everyone is playing in tune. Highlights: We usually think of risk in terms of threats and danger ? bad things happening to your business. What?s wrong with that type of perception? To what extent should companies be standardizing on the same supporting technologies and processes in order to manage risk? What does ?owning? risk mean, and who in an organization should claim ownership of risk? What are the consequences of being risk averse in a downturn? Guests: Robert Hansen, principal and global leader of Control Assurance services, Deloitte & Touche LLP Henry Ristuccia, partner and U.S. leader of Governance and Risk Management practice, Deloitte & Touche LLP

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Try starting out on a trip without a map, a global positioning system (GPS) or enough gas in your tank, and see how far you get. Companies contemplating a merger, acquisition (M&A) or divestiture, take heed: All those dreams of capturing synergies through higher revenues and lower costs may turn to dust if you don?t incorporate information technology (IT) into the integration process from start to finish. By failing to invite IT to the party, companies may overpay for an acquisition and suffer buyer?s remorse down the road. And once the transaction is completed, IT still has a crucial role to play in whether the expected synergies actually deliver on the promise of the deal. Here?s the bottom line: Integration without IT is no integration at all. Highlights: -To what degree does leaving IT out in the cold contribute to deal failures? -In what ways can IT put all the relevant information together to support the targeted M&A goals, such as revenue growth and asset efficiency? -What is the role of the chief information officer (CIO) in merger, acquisition and divestiture activities? What are the key elements of data management that need to be addressed? Guests: Peter Blatman, principal, Deloitte Consulting LLP Mark Walsh, principal, Deloitte Consulting LLP

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Remember that song from Sesame Street, ?It?s Not Easy Being Green?? Well, it?s true. Because green investments can be made across several core business dimensions ? a company?s products and services, workforce and workplace and supply chain ? it can be difficult to get a handle on what is often a confusing mix of projects, goals, values and promises. That?s why it?s vital for companies to implement an approach based on benchmarks that can help them organize and prioritize their green projects and then measure whether they?re paying off as intended. Going green isn?t just a public relations exercise or a wish list; it?s a business, and it should be treated as one. Highlights: -What are companies doing overall to reduce their carbon footprint? -How can you gauge how you?re doing compared to other companies? or other industries? sustainability initiatives? -As new generations of technological devices come on line consumers discard their older devices, and that can represent a threat to the environment. What recycling programs have companies put in place, and how successful have they been to date? -In what ways can sustainable initiatives combat environmental issues while also contributing to economic growth, accelerated technology development, business innovation ? and not least, the bottom line? Guests: David Lewis, head of Environmental Affairs at Nokia Siemens Networks Chris Park, principal, Deloitte Consulting LLP

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The combination of a housing crisis, credit crunch and high commodity prices are leaving fewer discretionary dollars for travel. Businesses are slashing their travel budgets, and more cash-starved Americans are reluctantly settling for ?staycations? ? foregoing excursions to Paris and Mount Rushmore in favor of backyard barbeques. Hospitality companies are going to have to make some fundamental changes if they want to adjust in this new business environment. Highlights: - Marketing and sales might not have gotten the attention they deserved in the past. Now that hospitality companies are trying to cut costs, why should they begin to take a much closer look at these functions? - How can hospitality companies take advantage of new marketing channels such as mobile phones, social networks, blogs and video and audio podcasts? - What does the hospitality industry need to do to adapt to more frugal corporate travel budgets and still make a profit? - Brand loyalty is essential to a company?s health. Which kinds of brand loyalty programs are likely to be more effective so that they contribute to more customers staying in hotel rooms for more nights? Guests: Ira Kalish, director, Consumer Business, Deloitte Research, Deloitte Services LP Scott Rosenberger, principal, Tourism, Hospitality and Leisure, Deloitte Consulting LLP

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It?s definitely not a letter to Santa. No one?s wish list would include a housing meltdown, a global credit crunch, a compromised manufacturing sector, failing financial institutions and massive bailouts. Instead of jingle bells, what we?re hearing sounds more like the roar of the perfect economic storm. To top it off, there are even five fewer shopping days this year than last. What?s a retailer to do? Are there any indicators for optimism? What strategies will help the concerned retailer melt the spending ice block? What?s hot and what?s not this holiday season? Highlights: - According to Deloitte?s 23rd Annual Holiday Survey, 64 percent of those who responded think the economy is in a recession. Are we? - Will there be a change in the way consumers shop or socialize this year? - It?s been reported that major retailers are intending to be very "promotional" this season. Could well-targeted promotional campaigns prove to be an effective antidote to consumer fear? - What can retailers be doing right now to maximize their sales this year, and what should they be doing now to prepare for next year? Guests: Stacy Janiak, vice chairman and U.S. Retail leader, Deloitte LLP Carl E. Steidtmann, chief economist and director, Consumer Business, Deloitte Research, Deloitte Services LP

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Thanks to globalization and technology, employees are able to move in many directions ? laterally as well as vertically ? and select from among a variety of work options. And with employees increasingly able to work from anywhere in the world, the traditional idea of the workplace is becoming obsolete. Going forward in these challenging economic times, companies will need to create a difficult balance ? retaining their best performers and attracting new people to replace their retiring baby boomers while keeping costs down. This isn?t something that can just be handed off to human resources (HR); effective talent strategy is also good business strategy. Highlights: - Have there been any new developments in how companies are conducting the search for talent? - Are companies taking the risk of jeopardizing their competitiveness over the long term by shedding employees and curbing new hires in order to cut costs? - The workplace is changing dramatically ? in many cases, it exists only in cyberspace. How does the transformed work environment impact the search for talent? - HR?s job is to deliver the infrastructure necessary to support workforce planning. What are some of the ways HR can work with a company?s business side to make this happen? Guests: Jonathan Pearce, senior manager, Deloitte Tax LLP Jeff Schwartz, principal, Deloitte Consulting LLP Heather Stockton, partner, Deloitte & Touche LLP

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Every day seems to bring a new shock to the global economy. The markets are swinging wildly, savings have evaporated, consumer spending is down and unemployment is up. In such turbulent times, many businesses might understandably be focused on getting through the crisis of the week rather than growing for the future. But for organizations looking at long term sustainability, perhaps the most important question is: How do you develop fresh ideas that create value ? how do you create a culture of innovation? Highlights: - How can innovation deliver value; not just to clients, but to your own people and the community? - How do you take good ideas that are generated locally and make them scalable across a large organization? Is a good idea in Singapore also a good idea in Sao Paulo or San Francisco? - How will you know if you?ve been successful in making innovation a priority? - What are some ideas that have gotten your attention and interest recently? What kind of potential value do you think they can deliver to Deloitte and its clients? Guests: Ruwayda Ebrahim, partner, Deloitte Southern Africa Jim Quigley, chief executive officer, Deloitte Touche Tohmatsu Giam Swiegers, chief executive officer, Deloitte Australia

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Wall Street. Bailouts. Risk. Everybody?s talking about it, but what does it all mean? Nobody seems to agree. How can two people look at precisely the same phenomenon and see something totally different? Who?s seeing clearly? Who?s blinded by self-deception and denial? Remember the emperor?s new clothes? Take financial risk, for example. What is it, and how should we react to it in these hard times? Is risk just another four-letter word or a promising source of innovation and profit? Answers can be found where risk-taking and innovation intersect ? the board. Highlights: - In light of all that?s been happening on Wall Street lately, what are the chief risks faced by today?s boards? - Many board members seem to be unsure how to approach their risk-related responsibilities. How would you define their roles and responsibilities in this regard? - What thinking informs the concept of intelligent risk-taking for reward? How important is it for a board to grasp and embrace this concept? - In the absence of an intelligent risk-taking strategy, what might eventually happen to a company? Guests: Maureen Errity, director, U.S. Center for Corporate Governance, Deloitte LLP Steve Wagner, managing partner, U.S. Center for Corporate Governance, Deloitte & Touche LLP

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No one likes to think that a hurricane is going to barrel through their town, flood their home and blow their roof off, but it would be foolish not to keep fresh water, food and a working flashlight on hand. It?s always better to be prepared ? a lesson that applies to companies trying to stay out of trouble. And trouble often comes in the form of an inquiry or an investigation by the Securities and Exchange Commission (SEC). Companies don?t have to wait for a call from the SEC?s enforcement division before they act, however. They can take the initiative to get their house in order. You might think you can ride out a storm, but it still wouldn?t hurt to check your flash light batteries once in a while. Highlights: There are several different kinds of complaints that come to the attention of the SEC ? which categories dominate the SEC?s current caseload? Why do they receive more attention from its enforcement division? What?s your reaction to SEC Chairman Christopher Cox?s recent admission that the SEC should have exercised more oversight, and that self-policing on the part of the financial sector didn't work the way it was supposed to? What industries has the SEC focused on in recent years, and why would fraud be found more often in one industry versus another? No company wants to be the target of an SEC investigation, but it?s always good to be prepared for one. What can companies do to cover their bases if a case is opened? Guests: Kerry Francis, partner, Forensic & Dispute Services, Deloitte Financial Advisory Services LLP Walter Ricciardi, partner, Paul, Weiss and former deputy director of the Division of Enforcement of the SEC Bob Sprague, senior manager, Forensic & Dispute Services, Deloitte Financial Advisory Services LLP

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The Greek mathematician Archimedes used to say he only needed a lever to move the whole world. Today Archimedes might be a shaper, someone who has the aspirations, mind-set, management capabilities and capacity for risk to revolutionize an industry. Just think of the changes wrought by the telephone and steam engine in an earlier era, and by the personal computer, social networks, cell phones and Internet advertising today, and you can begin to understand the ways in which shapers can upend perceptions of risk and reward. Innovative companies can?t simply adapt to change; they need to instigate that change before the ground shifts from under them. Shapers alter mindsets; they shake things up ? and they can move worlds. Highlights: - Historically, once a new innovation has disrupted an industry, things tended to stabilize, but not anymore. Why are disruptions that are brought about by new technologies not being followed by a period of stabilization? - What makes a good shaper? - How can companies translate a shaping view into a successful business strategy, and why is a shaping view better than a vision? - For companies that take the plunge, you recommend a strategy called FAST ? an acronym that stands for Focus, Accelerate, Strengthen and Tie it Altogether. Can you describe how FAST works in practice? Guests: Lang Davison, director, Deloitte Consulting LLP, and executive director, Deloitte Center for Edge Innovation John Hagel, director, Deloitte Consulting LLP, and co-chairman, Deloitte Center for Edge Innovation

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We all know what happened when the Trojans brought a certain horse into their city. But many companies fail to appreciate, let alone take steps to deal with, the gravity of the threat posed by their own disgruntled employees. Classified and proprietary data, supply chain integrity, public confidence and financial assets are all at risk, but so too are lives ? and national security. And technology is only making it easier for insiders to wreak havoc. The human resources (HR) department has to be alert to identifying individuals who are potential threats, and the culture of the workplace also comes into play. Employees can intervene to help coworkers who may be potential risks or report suspicious behavior. Putting new security measures in place may be part of the solution, but insider threats are a people problem ? and only other people can solve it. Highlights: -How serious are insider threats, especially when compared to external threats? -How can HR identify individuals who pose potential inside risks before they?re hired? What are the indicators of a potential threat? -The very skills Generation Y brings to the table can also increase the potential for insider threats, especially where confidential information is concerned. Why is that? -What does an Employee Assistance Program or EAP entail, and how can it impact workplace behavior and performance? Guests: David Brant, director, Deloitte Consulting LLP Michael Gelles, senior manager, Deloitte Consulting LLP

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Getting stuck in a ditch is no picnic, but if you have the tools to extricate yourself and don?t use them, you have only yourself to blame. Yet that?s the situation many companies find themselves in. They already have a resource available to help assess their strategic risks, control their spreadsheets, oversee data management, support sustainable environmental initiatives and ease the migration from one operating system to another. That resource is IT internal audit, but it?s not always invited to participate in these areas. Organizations that encourage IT internal audit to take on a leadership role in implementing strategic initiatives can generate a great deal of added value ? and help keep them from ever getting stuck in a ditch again. Highlights: What do companies gain by making IT internal audit an integral component of their business strategy? How can IT internal audit help companies with their regulatory compliance issues? What about IFRS and the impact on IT systems? What is IT internal audit?s role in monitoring contracts for external relationships to make certain that costs are minimized and profits maximized? How can IT internal audit help companies effectively manage and secure data? Can IT internal audit play a leadership role in monitoring controls for Sarbanes-Oxley costs? Guests: Sarah Adams, director, Deloitte & Touche LLP Michael Juergens, principal, Deloitte & Touche LLP

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A new kind of worldwide competition is heating up in today?s global marketplace ? not between companies, but among countries. Foreign jurisdictions are aggressively competing for multinational businesses by offering ever-more tempting tax incentives. As global companies assess the comparative benefits and risks of operating in different countries, they have to navigate a constantly changing playing field, which requires fact-checking, careful analysis and hard decisions. At the same time, companies need to avoid becoming so smitten by a tax deal that they lose sight of its impact on their overall business strategy. The best tax deal does not always mean that it?s a good business deal. Highlights: -Corporate tax rates are coming down in many countries that are competing with one another to attract business. What?s driving this trend? -It?s no longer enough to simply add up and compare incentives, so what factors should an organization consider when it?s deciding where to locate its business? -Corporate tax policies are employed by governments to attract investment, but countries often add in indirect taxes to recover lost amounts. - How should companies navigate the dynamic landscape between direct and indirect tax rates? -What considerations should a company take into account when deciding whether or not to set up a holding company? Guests: Tom Driscoll, partner, Deloitte Tax LLP Erik Eighme, partner, Deloitte Tax LLP

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Culture may receive a good deal of lip service when it comes to mergers and acquisitions (M&A), but few companies, if any, are going to call off a deal because of cultural incompatibility. If little effort is made to facilitate the cultural fit, the hoped-for synergies aren?t likely to occur, and employees aren?t likely to embrace a new culture just because they?re working for a new company. Yet one company?s culture frequently does end up dominating, so it's important the integration team does its job effectively to help head off a clash of values, otherwise the new relationship is likely to get off to a very rocky start, and the honeymoon will soon be over. Highlights: - How do you define culture in the context of a business environment? - While pre-merger due diligence can identify possible problems that are quantifiable, what are some ways companies can determine whether their cultures are compatible? How is it possible to get beyond soft, vague and poorly defined presentations of culture? - Can different leadership styles interfere with the effectiveness of an M&A transaction? What strategies should companies consider to help mitigate the problem? - What is the value of creating an ?internal brand? for the merged company? How can it help build employee loyalty? Guests: Randy Albert, senior manager, Deloitte Consulting LLP Fred Miller, director, Deloitte Consulting LLP

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Imagine that you?re building a road and you come up against a mountain. Whether you drill through the mountain or build around it depends on what tools you have at your disposal. The same holds true when sorting through the mountains of paperwork a company is required to produce for litigation or an investigation. Failure to know what tools are available and when to use them can expose a company to substantial sanctions even before the company gets its day in court. There?s more than one way to build a road, but you?d better be sure it gets to the destination you want. Highlights: ? Electronic Data Discovery, also known as EDD or E-Discovery, is changing the way traditional document reviews have been done. What are some of the general challenges involved in performing a document review in today?s environment? ? Document review costs often eat up a huge chunk of a litigation budget. Why is this process so expensive? ? What are some ways companies can reduce costs by streamlining the document review process, without jeopardizing compliance? What?s an example of an efficient mix between manual and automated tools? ? What are some safeguards companies may be able to use to prevent a ?brain-drain? of sensitive data being leaked to outsiders? Guests: Diane Barrasso, principal, Forensic & Dispute Services, Deloitte Financial Advisory Services LLP John DiMatteo, partner, Wilkie Farr & Gallagher LLP

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To implement its business strategy, a company needs to pull its assets together in an efficient manner. That?s where Services Thinking comes in, a new, broader approach to Service-Oriented Architecture.

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People who wear rose-tinted glasses often have an unrealistic sense of what they can achieve and tend to be more optimistic than those who don?t. Companies that make mergers and acquisitions (M&A) an integral part of their business strategy would be fooling themselves if they operated in a similar state of denial, but surprisingly, that?s what many companies do.

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For companies that are increasingly dependent on electronic communication to conduct their business and store data the prospect of an investigation or a court battle requires urgent action. That?s why they need to adopt a Litigation Readiness program before it?s too late.

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Most organizations have implemented programs to evaluate third parties that receive their sensitive data. What risks were these programs designed to address, and how well have these programs performed to date?

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Matchmaking has never been easy. People who seem meant for each other in theory often turn out to be incompatible when they actually get together. The same dilemma people face when they?re looking for romance may also be true for steel companies.

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No color has more cachet these days than green in its new role as the symbol of the environmental movement. But lest we forget, it?s still the color of money. And in the hotel industry, green will soon come to symbolize both at the same time.

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Companies today face significant talent challenges that barely existed a few years ago. What are these challenges, and what are companies doing to address them effectively?

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Recent headlines report an alarming story: ?U.S. Army Issues Stop Work Order on Armed Reconnaissance Helicopter Program,? ?Top Computer Manufacturer Dogged by Production Delays,? ?Costly Flaws Found in Navy?s Top Jet.?

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?Everything should be made as simple as possible, but not one bit simpler.? While Albert Einstein was referring to physics when he made this statement, his words are just as applicable to business.

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We all know how important it is to think outside the box, but many companies still need to learn how to think outside of 10 or 15 boxes. When it comes to designing an effective organizational strategy, companies frequently fall victim to boxology, where instead of clearly defining the capabilities, structure and roles required to execute business strategy, they settle for simply redrawing their organizational charts.

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What company could do without spreadsheets? After all, they?re ubiquitous, efficient and cost effective. For executives they can provide an instant and concise snapshot of their organization that often drives critical business decisions. But that snapshot may be out of focus.

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Not only is the adoption of a single accounting language desirable in an era of increasing globalization, but it carries many benefits as well ? including reduced complexity, greater transparency and improved efficiency in financial reporting.

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Putting a value on a target company?s assets can be tricky at best, but it?s especially so in politically unstable countries with shaky economies and unpredictable legal systems.

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Generation Y members want to do their banking in much the same way that they do comparison shopping at the mall. To attract them as customers, banks will have to offer more options, services and products, and make them available via a multitude of channels such as cell phones, interactive television and yes, even virtual world sites ? in addition to online banking and the traditional bank branch.

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If the U.S. health care system is in crisis ? and just try to find someone who says it isn?t ? and it?s going to be fixed, any solution will have to take into account the attitudes and behavior of the people whom the system is supposed to serve in the first place.

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On February 5, 2008, the U.S. Department of Health and Human Services published the final regulations of the Deficit Reduction Act of 2005, which includes the re-authorization of the Temporary Assistance for Needy Families program (TANF).

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Companies that outsource and offshore their services and labor are on a metaphorical diet. By focusing narrowly on cost reduction, they can lose sight of the other important benefits outsourcing can offer.

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Cash-strapped governments are increasingly turning to private investors, the investment climate can vary enormously from one country to another, with regulatory hurdles to overcome and special tax considerations to take into account.

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Divestiture isn?t simply integration in reverse. It?s a complex process that requires special skills.

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Across the nation, exploding costs and slowing revenues are stark realities that will need to be creatively addressed at every level of government, if fiscal sustainability is to be achieved. There is good news to report, however.

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