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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?

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.

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.

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?

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.”

“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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

Divestiture isn’t simply integration in reverse. It’s a complex process that requires special skills.

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.

Losing money is bad enough and losing reputation can be catastrophic, but when companies are in danger of losing both, they need to do a lot of damage control — and do it fast.

The statistics are alarming. Despite sophisticated marketing strategies designed to capture the sale and inspire brand loyalty, the exact opposite effect has occurred. Americans have become a nation of unrepentant brand switchers. What's gone wrong?

With stock markets rising and falling at speeds dizzying enough to cause nosebleeds, and with banks writing off billions of dollars in bad debt and house prices plunging, investors are understandably jittery about putting their money into real estate.

In the life sciences industry, convergence is illustrated by innovative products that combine drugs, devices and diagnostics.

Try to imagine turning on your television and finding only one channel. It may offer wonderful programs, but you’d still want more choices. Retail banks have channels, too, but until recently they delivered most of their products and services to consumers through just one primary pathway: the bank branch.

Think what it would be like to be on a rollercoaster ride where you could never get off. That’s the situation many companies find themselves in as they try to deal with the price volatility of the commodities they depend on to sustain their businesses.

You know the story. There is a fundamental shift taking place in the way we work. The corporate work force has, in a few short generations, completely transformed itself. These changes have been triggered by work force shortages, the interaction of different generations in the workplace, globalization and technological innovations.

Recent acquisitions of business intelligence software companies by major information technology (IT) companies have had seismic implications for the corporate landscape, and analysts predict that more takeovers in this sector are likely.

The consumer products industry is at a critical crossroads. A new world of consumerism is rising in which we all have a lead role. The intersection of advanced technologies and accelerating lifestyle demands is revolutionizing how consumers buy, how products are sold, and how social and business networks collaborate. This is the transformational moment for the consumer products industry.

You don’t want to travel to an unfamiliar destination without a map. The same holds true for companies navigating the road to Sarbanes-Oxley Section 404 compliance. Many companies have reaped significant benefits by following the new guidance from the Securities and Exchange Commission (SEC), as well as the revised auditing standard from the Public Company Accounting Oversight Board (PCAOB).

Each day seems to bring more news of roiling markets, debt write downs and tightening credit. Financial analysts are practically reduced to reading tea leaves to figure out whether the economy is about to stall out or rebound.

The people have spoken. Today’s citizen-customer expects the same instant communication and instant government response that she gets every day from the business community. And customer service strategies, developed in the private sector, have refined these expectations.