We keep our ear to the ground for the interesting stats, insights and discussion points you need to feel in the know to shape the future with confidence.
1. Not if, but when
In today’s volatile geopolitical climate, crisis management has become a core business capability, rather than a reactive exercise. Many crises now stem from ethically complex decisions making it critical to embed values, ethics, and compliance into everyday governance and decision making. Strong crisis frameworks clarify who decides what, enable working across teams, and prepare leaders through scenario planning and simulations. When organizations rehearse tough calls in advance, they can respond faster, more consistently, and with greater credibility when pressure is highest. Can you make the right call under pressure?
Preparing enterprise crisis management strategy for geopolitical shifts
2. Less waiting, more doing
After a slow couple of years, private equity picked up real speed in 2025 and that momentum carried into 2026. Deal activity jumped, driven by fewer but bigger bets, and exits finally reopened as corporate buyers and other sponsors stepped back in. More stable prices and calmer markets made it easier for firms to agree on value and move forward. Fundraising is still tough for some, but most investors expect more deals and more exits ahead. The theme seems to be less waiting, more doing…
Private Equity Pulse: key takeaways from Q4 2025
3. Who still has access?
When people change roles or leave a company, their system access doesn’t always change with them — and that’s a real risk. Identity and access management is about making sure the right people have the right access, and only when they need it. Many organizations struggle to keep up, especially with regular access reviews across dozens of systems. Strong Identity and Access Management (IAM) practices like timely access removal, centralized management, and automation help prevent data issues, reduce audit findings, and build confidence that controls are actually working.
Identity and access management in SOC reporting
4. The real return
Everyone wants transformation. No one wants the disruption. Insurance CFOs are being asked to modernize finance while juggling regulators, investors, growth targets and a shaky economy. The tech is ready. Well, mostly. The ones seeing value are simplifying hard, cutting duplication, rethinking sourcing, and backing their people to do higher‑value thinking. Fewer spreadsheets. Better conversations. One truth keeps surfacing in boardrooms: transformation only pays off when finance earns trust and buys time for judgment, not just faster processing.
Three strategic priorities for banking CROs in 2026
5. Risk, rinse, repeat
When did the chief risk officer become the chief uncertainty officer? In banking, 2026 is landing hard. Credit nerves are back, fraud is sharper, geopolitics refuses to behave and technology keeps sprinting ahead of comfort. CROs are right in the middle of it. New EY research shows the role shifting in real time, away from box-ticking and toward decision shaping. The question now is whether CROs are being asked to react, or finally given room to lead…
Five ways insurance CFOs drive value from transformation investments
If you do one thing:
Stay ready so you don’t have to get ready.