We’re proud to share that Diligent has been awarded not one, but two 2025 

 from TrustRadius, based entirely on the voice of our customers.

🏆 

 - Top Rated in Governance, Risk & Compliance (GRC)

These awards are especially meaningful because they’re not based on analyst opinions, pay-to-play schemes or vendor status. They’re earned solely through authentic, verified reviews from our customers, the people who rely on our products every day to drive better governance, compliance and risk oversight.

What makes TrustRadius Top Rated awards unique?

Since 2016, TrustRadius Top Rated Awards have become the most trusted industry standard for unbiased recognition in B2B technology. To qualify, a product must meet rigorous criteria, including:

Every review is carefully vetted to ensure authenticity. That’s what makes this win so meaningful, because it’s our customers voices that got us here.

“Diligent earning TrustRadius Top Rated awards for both One Platform and Diligent Boards highlights their commitment to empowering leaders with the tools they need for effective governance, risk, and compliance.

"Their customer reviews consistently call out the seamless integration, intuitive experience, and powerful insights these solutions deliver—proving Diligent is setting the standard for modern, secure board and enterprise management”



Allyson Havener, Chief Marketing Officer at TrustRadius.

To every customer who took the time to leave a review, thank you. Your feedback helps us innovate, improve and stay focused on what matters most: empowering you to lead with confidence.

If you'd like to read the verified reviews, or share your own experience with Diligent, you can do so here:

https://www.trustradius.com/products/diligent-boards/reviews

https://www.trustradius.com/products/diligent-one-platform/reviews

Explore how our AI-powered platform earned top marks in GRC and board management — and what it can do to simplify your next board cycle or compliance report.

See why we’re award winning

Diligent wins two TrustRadius 'Top Rated' awards 

A June poll of general and corporate counsel finds business risk increasing, with concerns primarily surrounding changing regulations and continued uncertainty.

Deregulation has often been deemed a positive for business, removing barriers to growth and facilitating reporting, but current efforts by the Trump administration to eliminate more regulations than it creates may not be having the desired effect on businesses.

’s Q2 Business Risk Index, finds changes in the regulatory environment the top business risk today, according to the 71 general counsel, corporate secretaries, compliance and legal officers polled.

Two-thirds (65 percent) of those participating in the survey selected “Changes in the regulatory environment” as what they perceive to be a top risk for their company today, putting it well ahead of the second—and most talked about—item on the list: tariffs.

The reason, explained Taras Lytovchenko, the chief legal and compliance officer at Trinetix, is the growing complexity of today’s regulatory landscape, citing “new state consumer-privacy statutes, the development of new data-governance, AI, tax and trade rules” as challenges for business.

Others agreed that the current administration’s “whipsawing policies and enforcement priorities,” as one legal chief put it, are impeding corporate strategies.

In contrast, when we asked board members the same question in our Q2 Director Confidence Index, the response was overwhelmingly focused on tariffs. Changes in the regulatory environment ranked much lower on the list, in fifth place, with fewer than a quarter of directors listing it as a top risk for their company.

Still, like GCs, board members also recognize the heightened risk in the current business environment. On a 1-10 scale where 1 is Negligible and 10 is Significant, directors rated it at 6.8 while GCs gave it a 7.4—up from 6.8 in Q1.

Many say it’s not necessarily the factors listed that represent the biggest risk but rather, the uncertainty behind them. “It's hard with the shifting landscape to know when/where the next directive or action might come from. A safe and steady line of business today might be the focus of a government action tomorrow,” said a chief legal officer participating in the poll.

This uncertainty is causing legal teams to exercise renewed caution when advising the C-Suite. The poll shows they are increasingly attending leadership meetings and having more frequent communication with senior management, including the board, particularly as it relates to the changing regulatory and legal environment—and how those changes will affect their company.

The survey found 41 percent of legal and compliance teams are making better use of AI tools for real-time data and risk analysis, though that use remains in early stages at this time. Most common use cases include contract reviews, research and analysis as well as document drafting.

Haily Kolberg, corporate counsel at A&D Mortgage, says that’s because the technology is still far from delivering on the value promised, mainly due to the risk of errors. “How do you build any trust in AI to be accurate? I don't think it saves time when I need to verify any information it provides since its summaries are not totally accurate or detailed enough to use.”

Michael Rodgers, GC at Redstone Federal Credit Union, agrees there needs to be more evidence of how AI technology can be used in a safe and compliant manner. He calls on peers to “expound on AI use cases” for legal and compliance teams to facilitate adoption.

“Despite the fact that 41% of GCs are recommending making better use of AI tools for risk management and oversight, these findings suggest that they are still just starting to tap into the technology,” says Dottie Schindlinger, Executive Director at the Diligent Institute.“Nearly a third are not using it at all, and most are sticking to basics like contract review and legal research to boost efficiency. They’re not really using it yet to drive big innovation—it’s more about making everyday tasks faster, reflecting both the potential of AI and the careful way legal teams are easing in.”

GC Risk Index: Risk is on the rise

How prepared are today’s boards to navigate a crisis? Diligent Institute and Corporate Board Member recently checked in with U.S. public company directors to see how they were feeling about 

 amid continuing economic uncertainty. The results revealed that directors rate the current risk level businesses face at a 6.8 out of 10 – a clear signal that crisis readiness should be a core governance priority, not a reactionary measure.

Enter the NextGen Board Leaders East Coast Summit, which was recently held at the New York Stock Exchange (NYSE). This program, sponsored by Wilson Sonsini and Meridian Compensation Partners, brings together experts and new public company board members under Chatham House Rule to discuss critical topics in corporate governance, including crisis management in uncertain times. Key insights from this session offer practical strategies for board members to prepare for and respond to various crisis scenarios effectively.

Crisis scenarios are broad – and often simultaneous

Boards should be prepared for a wide range of crisis scenarios, each requiring a tailored approach. These scenarios include significant product failures, unexpected changes in management, scandals or executive misconduct, major litigation, regulatory investigations, cybersecurity incidents, whistleblower complaints, CEO or founder stock pledges and liquidity events, delisting notifications, and acute stock price pressures. Each of these scenarios has unique implications and requires specific strategies.

These events are often interlinked. A visible issue can set off a domino effect – inviting regulatory attention, shaking investor confidence, and prompting customer concerns.

Many of these crisis scenarios are notoriously challenging to handle effectively under pressure. It’s not about predicting every crisis, but about being ready to respond with speed, clarity, and alignment when one arrives.

Crisis response starts with planning, not improvisation

What sets effective boards apart is preparation: whether they’ve built the muscle memory to respond decisively – or are left scrambling under pressure. That’s why it’s crucial for boards and management to prepare in advance, rather than reacting in the moment.

Key components of this preparation include

: Establish both internal and external teams that are ready to act when a crisis strikes. These teams should include legal, audit, PR/IR, and bankers to ensure swift decision-making.

: Develop clear reporting lines and control procedures to ensure that everyone knows their role and responsibilities when the stakes are high.

: Create a detailed crisis response plan or playbook that outlines the steps to be taken in various scenarios. Regularly update and review this plan to keep it relevant.

: Conduct simulations to test the crisis response plan and ensure that all team members are familiar with their roles and the overall process. Identify and address any blind spots.

: Develop a robust communications strategy for media and social channels. Digital platforms can rapidly amplify reputational risks and trigger concerns from regulators, investors, or customers.

Preservation of attorney-client privilege

: Establish clear protocols to preserve attorney-client privilege, such as involving in-house or outside counsel in all sensitive matters and establishing in advance which communications will include legal advice and how it will be documented.

When a crisis is identified, the following steps should be taken:

: Gather all relevant information to understand the scope and impact of the crisis. This involves a thorough and immediate investigation to ensure that the board and management have a clear picture of what is happening.

: Address and halt any illegal or unethical behavior immediately to prevent further damage. This step is crucial to mitigate the crisis and protect the company’s integrity.

: Engage lawyers, auditors, and a public relations or investor relations firm to manage the crisis effectively. These experts can provide the necessary legal, financial, and communication support to navigate the situation.

: Ensure that all communications are credible and balanced, while also recognizing the need for complete information. Consider self-reporting and the timing of disclosures to regulators, especially in light of legal obligations under Regulation FD and Form 8-K. Board members who receive direct inquiries from shareholders, the media, or other third parties should avoid providing substantive responses and instead direct all such communications to the General Counsel to maintain consistency and legal compliance.

Risk management requires more than oversight – it demands foresight

Enterprise Risk Management (ERM) plays a central role in crisis management, helping to identify and mitigate risks across the organization. Management is responsible for embedding ERM in strategy-setting and day-to-day operations, ensuring that risks are proactively identified and addressed. The board’s role is to oversee ERM as part of its fiduciary duties, with specific committees receiving regular updates on risk exposure within their remit.

To effectively manage risks, boards should:

: Receive detailed reports on mission-critical risks to maintain a clear, up-to-date understanding of potential threats.

: Capture key discussions, deliberations, and decisions in board minutes to demonstrate due diligence.

: Probe risk mitigation strategies with detailed, forward-looking questions to test assumptions and ensure thorough preparation.

: Ensure committee charters clearly allocate risk oversight responsibilities – avoiding duplication or gaps across the board.

Crisis management is both a governance test and a leadership moment. Proactive and strategic crisis management is essential – not just for protecting a company’s reputation, but to preserve its long-term stability and value. By preparing in advance, knowing the critical moves when crisis strikes, and embedding ERM into governance practices, board members can navigate challenging situations with confidence, agility, and sound judgment when it matters most.

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Diligent wins two TrustRadius 'Top Rated' awards

GC Risk Index: Risk is on the rise

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