The impact of the current coronavirus pandemic has already been huge. It has changed the entire world around us, for individuals, governments and businesses alike, and its impact will no doubt be felt for many years to come.
Even as countries around the world begin to tentatively emerge from lockdown, the effect on the wider economy is yet to be ascertained. We are collectively and individually facing economic hardship, with governments having to help businesses come through this crisis but also find the money to provide that help.

CEOs, COOs and the rest of the c-suite will always talk a good game when it comes to operational risk management and how their organisation manages, mitigates and prioritises risk. They know that risk is everywhere in 2020 and broadly speaking, they are prepared to invest in the risk management software that is required to manage risk effectively.
Yet how seriously does the average c-suite in a mid-sized or larger business, really take risk management? For many organisations, operational risk management is still perceived as a somewhat defensive business function, there to prevent bad events from impacting the company more than it has to.

2018 was a year that seemed to have more than its share of relatively high-profile corporate governance failures. One of the biggest was Carillion, the UK multinational facilities management and construction firm.
At its height, Carillion was listed on the FTSE 250 and had annual revenues of around £5bn worth of revenues and employed around 43,000 workers across the globe. But over nine months in 2017, the company issued three profit warnings, disclosed £845m worth of write-downs, had 39% wiped from its shares and lost its CEO.
By the time it went into compulsory liquidation in January 2018, Carillion had racked up debts of £1.5bn with less than £30m left in the bank. What causes such wholesale corporate governance failure and how can organisations address it before it escalates out of control?

Insurance is a sector that has been slower than most when it comes to digital transformation and the use of digital solutions to address traditional challenges and introduce new products and services. With methods and processes established decades ago, there is a conservatism that pervades across much of the insurance industry, and it has also been held up by legacy technology that makes digitisation much harder than is desirable.

But market forces over the past five years have combined to make addressing digital transformation more urgent and a key priority for insurers. To respond to these market forces, digital risk and compliance is going to be essential for the insurance industry.