Videos
Being Diligent with Enterprise Risk Management
At Diligent, we prove the power of our products by actively involving our legal team and key stakeholders in the development process and confidently entrusting our solutions with our own critical data.
Join Nithya B. Das, Chief Legal and Chief Administrative Officer, and Beth Gidez, Associate General Counsel, as they share how Diligent ERM helps identify, assess, and communicate risks effectively. Seamlessly integrate with existing workflows, achieve a unified risk view, and enhance transparency with the board reporting template.
Learn more about Diligent Enterprise Risk Management.
Coverys saves time and resources with Diligent Boards
As Director of Corporate Governance for Coverys, a leading provider of medical professional liability services, Kim Tobin must keep the board up to date on the latest information requiring their oversight or decision-making. This was sometimes a painful process that entailed reams and reams of paper being mailed to directors’ homes, with each correction requiring costly reprints.
Case study: Telecom modernizes audit with Internal Audit and ACL Analytics
When Corey Lowry, Manager of Internal Audit at an enterprise telecommunications company, looked to modernize his audit team's operations, he turned to Diligent's Internal Audit and ACL Analytics to take his team off spreadsheets and into an integrated, streamlined solution. In this video, hear how Corey uses Diligent to expedite audit timelines — cutting the process down by a third.
Setting the Board Agenda: A conversation with Dr. Dambisa Moyo, Chevron and Condé Nast Board Member
In the third episode of “Setting the Board Agenda,” Brian Stafford, President & CEO of Diligent, speaks with Dr. Dambisa Moyo, board member of Chevron and Condé Nast to discuss the way boards evaluate and prioritize geopolitical risks during an election year. Highlights of their conversation include:
- The uncertainty in geopolitics, the macro economy, and the general operating model is at the top of board agendas. Previously, boards would plan their investments for the next three to five years. However, now, the planning period has been reduced, with the primary concern being how the organization is going to survive the year ahead.
- The role of the board in overseeing an organization’s risks is crucial. The board should never be caught off guard. If there’s a surprise in the direction or magnitude of the risk, it should be manageable for the board to help the company weather the storm.
- No organization is immune to risk. Risk mitigation involves anticipating potential issues to ensure they don’t incapacitate an organization once identified. Risks should also be used to strategize and adjust future investments accordingly.
- Dr. Moyo’s recommendation for those attending their first board meeting: listen and observe. Attending your first board meeting is like showing up in the middle of a movie. You need to figure out the plot and characters before asking questions.
