If you have used one of these words recently to navigate change — among personnel or within your operations — you are among a majority of our clients. Today’s CEOs face unprecedented challenges and new growth opportunities. The below summarizes our topline guidance for U.S. CEOs.
The pandemic has forced companies to complete years’ worth of digital transformation in a few months, exponentially increasing exposure to cyber threats while privacy and security regulators are not offering any leniency. How confident are you in your team’s ability to protect your company and respond to an incident?
Here are the key questions to ask.
10 Fundamental Work from Home Cyber Security Tips
Podcast: William Rimington Discusses Cyber Security Talent Shortage
Minimizing Third Party Cyber Risk starting with Contract Review
Data Inventory Fundamentals - Initial Steps to Take
Enterprise Security Risk Management
Return to Work Employee Training
View more Insights >
Update: COVID-19 and the Impact on Valuing Real
Coronavirus Update – Impact on Valuing Private Investments at June 30, 2020
Cost of Capital in the
Resulting from this year’s unexpected business disruption, organizations should reevaluate their security risks and mitigation plans. Many firms have already started working through this process as part of their COVID-19 response. Now firms need to focus on operations going forward. At a minimum, firms need the assess the following three areas below.
With equity markets reaching record highs despite declining corporate earnings forecasts, economic fallout from COVID-19 and a looming high stakes U.S. Presidential election, market volatility is not going away. Learn more about valuation challenges when markets are highly uncertain.
Chris Berry “Two-Minute Security Talk” on
Resumption of Business Operations Webinar
“Two-Minute Security Talk”
on Trace Controls
As offices reopen, new challenges to the safety of personnel
and assets emerge. Management teams need a multi-disciplinary, national approach to managing risks. The below reflects considerations when resuming operations.
The Role of Due Diligence in Mitigating the Impact of Coronavirus on Your Global Supply Chain
Duff & Phelps Experts Featured in IndustryWeek Discussing Manufacturing Rethinking the Supply Chain During COVID-19
Specialized Services for
At-Risk Supply Chains
Transfer Pricing and Supply Chain Planning During and After COVID-19
COVID-19, geopolitical uncertainty, regulatory changes and natural disasters have driven home the need to increase resiliency to prevent costly supply chain disruptions. Now more than ever, firms need to proactively identify and mitigate disruptive risks hidden in their supply chains. Here are a few ideas on where to start.
“We have seen a lot of tension in the supply chains around the world as a result of COVID-19. China has been the center of much of manufacturing activity, particularly in supply chains, and I think it’s been a wake-up call that companies really need to be looking around the corner even more around what could happen if they have too much of an investment in one area of the world in their supply chains, what that can mean for their businesses overall.”
Bloomberg Radio - Nicole Lamb-Hale, Fellow at the Duff & Phelps Institute
Kroll COVID-19 Heat Map – Forecasted Impacts of the Pandemic
International Cost of Capital Data
U.S. Equity Risk Premium Recommendations
While global enforcement activity has slowed due to travel restrictions, corruption and vendor fraud is a significant new risk. There is financial risk to suppliers and the supply chain, while central banks continue extraordinary measures to maintain liquidity. The lack of progress on meaningful stimulus programs for citizens may result in extreme economic hardships for many, particularly in the retired and retiring populations. This may impact supplier liquidity and must be watched carefully.
Five Threats to Your Bottom Line
CNBC – Jordan Strauss, Managing Director, Kroll
“It seems that going big and going fast, and listening to the data and being able to move is an effective way of managing the economic fallout.”
Recent economic impacts are causing global businesses to take a critical view of operations, existing cash flow and forecasting methods. Businesses with liquidity management plans in place
are best positioned to make strategic decisions around cash-flow savings and strategic growth opportunities, appropriately balancing the largest opportunities versus long-term business risks. In the current environment, management teams frequently lack clarity
at the outset of restructuring processes. Previously, needed operational improvements were better understood at the outset.
Liquidity Risk Management
Liquidity in the Financial Markets
Refocus on Cash Optimization, Operating Efficiency and Special Situations Webinar
Have we assessed our business continuity and disaster recovery plans for our remote workforce?
Avoid HR/legal issues through consistent and enforced protocols across all offices
Strategic Alternative Evaluation
Turnaround Ability Assessment
How are we minimizing our exposure from attacks on a remote workforce?
With increased exposure from telecommuting, is our cyber insurance still adequate?
Do we have visibility into the cyber security of our supply chain?
How can we minimize potential reputational / regulatory impact
in the event of an incident?
What protocols are in place in the event of a large-scale attack?
Can we claim and prove we meet best practices?
Create multi-disciplinary team
for top down plan
Communicate why opening, which people and how to stay safe
Factor in the status of building services
Anticipate logistics around health screening, access control
Identify and implement safety measures
Plan to provide and enforce PPE
Understand status of neighborhood services
Trade and tariff wars, political instability and industrial unrest
Supplier or consumer insolvency and bankruptcy
Cybersecurity threats and data privacy breaches
Intellectual property (IP) theft and counterfeit / grey market
Theft, tampering, smuggling and other security risks
Breach of contract, force majeure and other legal disputes
Fraud, corruption and money laundering exposure
Ethical sourcing, forced labor or other ESG concerns
(Asset Valuations for Tax, etc.)
Corruption and Bribery Risk
Collateralized Obligation Exposure
Supply Chain Resiliency to Future Shutdowns
CNBC – Jordan Strauss, Managing Director, Kroll
"We are still seeing tremendous frailties across supply chains and tremendous issues valuing assets."
"As we learn more about this very dynamic and very dangerous virus…we’ll be able to, as countries, take more targeted policy approaches."
Cheddar TV - Nicole Lamb-Hale, Fellow at the Duff & Phelps Institute
“It is really important that you look not only at the top layers of your supply chain, but even those that supply to your ultimate supplier.”
CIPE podcast - Nicole Lamb-Hale, Fellow at the Duff & Phelps Institute
“In that diversification, it is not going to be enough for companies to find someone to make X part, but really understand what their regulatory compliance record is and from a reputation management standpoint, what their compliance efforts are so that these companies can continue to operate in the way they want to, which is to comply with regulations in this area.”
Review your current security response to the pandemic: have a clear plan for return to work strategies, including workforce movement, business travel, commuting, networking and conferences.
Evaluate your readiness for other unexpected events and risks in a new world environment; including a world where social unrest, civil disturbances and employee downsizing may be common.
Assess your global security and business continuity strategies to mitigate the risks you are now facing and determine if they operate effectively and efficiently.