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[PPT]Deloitte Consulting Johnson Case...
Transcript of [PPT]Deloitte Consulting Johnson Case...
2013 UW Case ChallengeCase Challenge Kickoff
April 12, 2013
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About Deloitte
Copyright © 2012 Deloitte Development LLC. All rights reserved.4
Overview of Deloitte Consulting
Audit and Enterprise Risk Services (AERS) Consulting Financial Advisory
Services (FAS) Tax
Strategy & Operations
Human Capital Technology
While analysts are aligned to a specific service area, Deloitte Consulting engagements often utilize consultants from all three service areas working and collaborating together
Deloitte Consulting is in a “Category of One” in the market – we help our clients develop strategies and execute them successfully across three main service areas: Strategy & Operations, Human Capital, and Technology:
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Strategy & Operations Human Capital Technology
Learning and development, cross-industry exposure, and eminence and practice development are common attributes across each of Deloitte’s service areas
Yes, we’re all management consultants, but we’re each aligned with a specific “service area.” Think about what area most interests you, and where you’ll be best positioned to make an impact.
What are the different types of Deloitte consultants?
Bring deep industry experience, rigorous analytical capabilities and a pragmatic mindset to our clients’ most complex business
problems
Adopt an intense industry focus and apply technology based
innovation to business challenges, while backed by
worldwide resources and deep strategic alliances
Align our client’s people issues with their business strategy
through industry expertise, HR service delivery, talent, culture,
change, leadership, and rewards strategies
Service Lines
Total Rewards
Actuarial Risk & Analytics
HR Transformation
Organization & Talent Oracle
Information Management
Technology Strategy & Architecture
SAP
Systems Integration
Emerging Solutions
M&A and Restructuring
Strategy
Business Model Transformation
Finance
Service Operations
General Management
Supply Chain and Manufacturing Operations
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Imagine yourself as an S&O Business AnalystYou may be a good BA candidate if…
Proj
ects
Rol
es
Help senior executives develop and implement a
strategy to significantly improve the performance of
their company
Execute a multi-billion dollar merger and acquisition deal, combining the operations of two Fortune 500 companies
Streamline the supply chain of a global manufacturing company, helping them
achieve an aggressive margin target
Lead the development of a 40 page analysis of key
performance improvement recommendations
Create a financial model to track synergies in an M&A
integration
Interview client leaders and facilitate workshops to help identify principal cost inputs
Strategy M&A Supply Chain
BA Program Highlights: Rotational Program Externship GSAP
You seek the opportunity to develop and sharpen your analytical and business skills, focusing on Strategy, Finance, Operations, and M&A (or a mix of each)
You aim to tackle a diverse set of challenges, in different roles, industries and service lines Your career plans include attending a top business school You’re interested in early leadership opportunities - both industry/function and community oriented You seek a program with a strong, centralized structure
What our BAs have done and what you might do…
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Imagine yourself as a Human Capital AnalystYou may be a good HCA candidate if…
Proj
ects
Rol
es
HR Org & Talent Total Rewards
HCA Program Highlights: Rotational Program HCADP Industry Reputation
You want to help our clients generate top and bottom-line value by focusing on the one asset that impacts every single organization – its people
You want a structured and comprehensive program that enhances your effectiveness and satisfaction as a new consultant
You seek to work in a closely knit community and build relationships with practitioners in Human Capital as well as other Deloitte areas
What our HCAs have done and what you might do…
Focus on maximizing the effectiveness of HR functions for a company experiencing
high turnover
Help an organization determine how to re-align
their workforce after a merger
Evaluate executive pay in a public company facing
external scrutiny
Define current policies, procedures and processes to
be used in online HR tool
Train clients to use a new business process or function
Perform statistical analysis for a payroll software implementation
New!
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You may be a good BTA candidate if…Pr
ojec
tsR
oles
Tech Implementation SAP / Oracle Tech Architecture
BTA Program Highlights: Industry Focus Tech Alliances Long-term Projects
You would like to dive right in as a pivotal member of a technology service delivery team You want to help industry leading companies learn new technologies and transform their businesses You like having choices – including the option to enjoy a continuous career path within the firm or to
pursue a Masters or MBA along the way You enjoy building expertise in applications and tools that help businesses function, communicate,
and process information more effectively
What our BTAs have done and what you might do…
Design and implement transportation, sales order
and accounting modules for a global media company
Advise a Fortune 500 client on selecting, implementing, operating, and extracting
benefits from a new type of SAP or Oracle product
Help a leading financial services firm build and implement technology
applications that address key business challenges and
opportunities
Track deliverables and project budgeting, and facilitate
communications and meetings
Conduct a gap analysis on client’s business
requirements and map them to a specific system capability
Working with developers in India to streamline a client’s
management reports
Imagine yourself as a Business Technology Analyst
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Case Challenge Intro
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Welcome to the 2013 UW Case Challenge
6th Annual Case Challenge
100+ students from across UW
20+ Deloitte practitioners
…An exciting opportunity to experience Deloitte
Multiple UW faculty members
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Case Challenge Experience
Case Challenge
Working in a Team
Conducting Analysis and
Creating Insights
Communicating and Presenting
Recommendations
Collaborating with a group to share perspectives, find solutions, and
develop work product
Telling a logical, convincing story to inspire action
Navigating complexity and uncertainty to generate clear, meaningful insights
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Meet the Engagement Partner…
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The Case Challenge
Tools
Team ResearchCase Description Supporting Materials
Provides case context, background information, and the description of the ask
Selected email correspondence and Deloitte research reports to provide additional context and inform preliminary hypotheses
Articles, reports, and other publicly available information that can be used to generate and support recommendations (please remember to provide sources)
The Situation
Deloitte is approached by the leadership of the Bertelli Foundation – a non-profit organization, well known for its efforts in making healthcare services accessible to vulnerable populations. Our team is asked to help the Foundation define its strategy for entering the education space
The ChallengeAnalyze the US and/or international education market, evaluate various opportunities, and make recommendations on where the Foundation should focus its efforts, considering current resources and capabilities
Note: The case requires external research on the US and/or international education industry. Any publicly available information from a reputable source is acceptable to use in the case
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The Case Challenge ResponsePrepare a 15-minute presentation (up to 10 slides) that communicates the following:
Education Market Assessment
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Market Entry Recommendation
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Enabling Technology
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Implementation Roadmap
4
Analysis of the market needs and existing players, definition, and evaluation of entry opportunities
Description of the recommended opportunity and a rationale for its selection, considering organizational capabilities and resources of the Bertelli Foundation
Technology infrastructure and tools that can support the market entry and drive the success of the new program, considering resource constraints of the Foundation
Major steps that Bertelli Foundation should take to roll out the new program, as well as the organizational change management approach required for implementation
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Case Challenge Best Practices
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The 3 pillars of great case presentations
Effective Storytelling
Visualizing Information
Addressing the 6W’s
Pillar 1 Pillar 2 Pillar 3
Storytelling is the craft of engaging your audience, holding its attention, and communicating your message efficiently and effectively
To communicate your ideas and data effectively, you first must articulate the conclusions you want your audience to adopt
A deck should address critical information and should mimic journalisms 6W method of conveying critical elements of the story
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Effective Storytelling
Consumer Sales will Drive The Market in 2014
April 2013
Deloitte Consulting LLP
Competitor A is growing Competitor B has identified a
strategy Competitor C has not looked at
this segment
Consumer sales are growing in your industry
• Increase online sales capabilities
• Re-direct B-to-B sales force to consumer segment
• Incent sales team to grow segment business
Sales force re-alignment is the most cost-effective path to change
You must harness consumer sales to compete
An “opinion, fact, and conclusion” approach should be used when the audience is a single, senior executive (e.g., a discussion document for a CEO)
Storytelling fundamentals are essential to the messages we convey to our clients.
Pillar 1 Pillar 2 Pillar 3
Make sure that your deck does the following:
– Keeps it simple
– Tells a story
– Proposes a solution
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Visualizing Information
VS
Pillar 1 Pillar 2 Pillar 3
To communicate your ideas and data effectively, you first must articulate the conclusions you want your audience to adopt.
Picking the right tool
Highlighting what’s important
Keeping it simple
VS
VS
A B C0%
20%
40%
60%
80% A
BC
Which chart better illustrates the relationship?
How can you use color to emphasize
your message?
What information is extraneous or duplicative?
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Addressing the 6 W’s
Who
What
When
Where
Why
How
Determine the needs and goals of your audience; who are you speaking to?
Define the message of the presentation; what do you want your audience to remember?
Provide context for your presentation; why is this important now?
Consider how your presentation will be read or reviewed
Tell the reader why your content is important to them
Tell your reader how you have arrived at your conclusions
A deck should address critical information and should mimic journalisms 6W method of conveying critical elements of the story.
Pillar 1 Pillar 2 Pillar 3
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The elements of a strong slide
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.
A Resource Management strategy is one that will enable resources to be allocated efficiently and increase productivity for the company
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
ObjectiveObjective
The objective is to define and implement ways of managing staff that are adaptable in a complex, changing environment. The outcome of this approach is a strategy supported by a set of enhanced processes and tools that will enable the organization to better anticipate and adapt to resource demand fluctuation
Deloitte has developed a comprehensive approach for developing a Resource Management strategy
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Key questions and major components need to be considered to implement a Resource Management strategy.
A Resource Management strategy is one that will enable resources to be allocated efficiently and increase productivity for the company
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
ObjectiveObjective
The objective is to define and implement ways of managing staff that are adaptable in a complex, changing environment. The outcome of this approach is a strategy supported by a set of enhanced processes and tools that will enable the organization to better anticipate and adapt to resource demand fluctuation
Deloitte has developed a comprehensive approach for developing aResource Management strategy
- 5 -- 5 -
Key questions and major components need to be considered to implement a Resource Management strategy.
A Resource Management strategy is one that will enable resources to be allocated efficiently and increase productivity for the company
Key questions and major components need to be considered to implement a Resource Management strategy.
A Resource Management strategy is one that will enable resources to be allocated efficiently and increase productivity for the company
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
Identifying common technology roles within the enterprise
Classifying strategic versus tactical roles, and identifying the critical skills required for each
Defining the target ratios of employees to consultants by role
Addressing location considerations for each role
Optimizing the mix of in-house, near-shore and offshore capabilities and capacities
Aligning career/training paths with resource strategy
What are the core competencies we need in our IT organizations?
How do we avoid the hire/fire cycles?
How do we build future IT leaders organically? What roles/experiences grow future leaders?
How do we deploy our resources optimally, while retaining closeness to business?
How do we ensure mobility of technology resources?
How do we retain organizational knowledge?
Where should we locate our resources to cost-effectively meet global demands?
Major ComponentsKey Questions Addressed
ObjectiveObjective
The objective is to define and implement ways of managing staff that are adaptable in a complex, changing environment. The outcome of this approach is a strategy supported by a set of enhanced processes and tools that will enable the organization to better anticipate and adapt to resource demand fluctuation
Deloitte has developed a comprehensive approach for developing aResource Management strategy
Any supplements to the text should support and be additive to the overarching story
The storybox should frame the content and hold the reader’s attention as he or she progresses through the story
The strapline should pull the reader in by synthesizing the underlying story
Headlines should grab the reader’s attention and compel further reading
The PowerPoint decks we create are a common storytelling medium. A slide is simply a canvas for each piece of the story you want to tell.
The kicker box should highlight the conclusion from the information above
NOTE: Not every slide must fit this layout. Use these elements where appropriate / at your discretion.
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Parting thoughts…
There is a lot of data available, and you can spend your entire time parsing through data until you find the “perfect” set of facts. Allow the data to guide you, but at some point you’ll need to take a stance and build your own point of view.
Don’t let the data overwhelm
you
Understand your audience
Have fun! This is a chance to put your experience and your core knowledge to work. Enjoy the challenge and let your passion drive you.
As you walk through the many directions of the case, it’s easy to lose sight of what your client has asked of you. Make sure you take time to step back and re-direct your team’s focus on the core question at hand.
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Logistics and Evaluation Criteria
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Final Event: M
ay 4
15 min presentation10 min Q&A
Panel of judges, including Deloitte practitioners Content (40%)
Format (15%)
Delivery (30%)
Q&A Responses
(15%)
Presentation Materials
Deloitte selection committee
Format 30%
Content (70%)
15 min presentation5 min Q&A
Panel of judges, including Deloitte practitioners and UW faculty
Evaluation Process
Round 1:
28 teams
Semifinalist Round:
9 teams
Finalist Round:
3 teams
Winner
Deliverables Judges Evaluation Criteria
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Captures the audience’s attention and makes points memorable Examines issues from multiple angles Appropriate and persuasive analysis Authoritative evidence to support and enhance key ideas
Evaluation Criteria
Content
Format
Delivery
Q&A Responses
Logical sequence Clear, thematic key message throughout the deliverable Text and visuals on the slide together develop and nuance a single key idea Balanced, uncluttered layout that does not distract from the important
messages
Enthusiastic, confident, and professional tone Knowledge of deliverable content and key recommendations Smooth transitions Great executive presence
Clear, concise, and confident answers Appropriate back-up data to support answers Demonstrated respect for team membersS
emifi
nalis
t/Fin
alis
t rou
nds
only
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The Grand Prize…
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Logistics for the Week
Fri 4/12 Sat 4/13 Sun 4/14 Mon 4/15 Tues 4/16 Wed 4/17 Thurs 4/18 Fri 4/19
Wed 4/17 5:00PMDeadline to submit case
recommendations to [email protected]
Friday 4/12 3:00 PMKick-off Event
Key Deadlines
Thurs 4/18 5:00PM Semifinalist teams selected and notified
Final Event (Paccar Hall)*9:00AM – Semifinalist Presentations11:30PM – Lunch1:30PM – Finalist Presentations3:00PM – Winner Announced
* Additional logistics details will be distributed to semifinalist teams on Thursday 4/18
= Participants prepare case response
= Deadline
= Event / communication
Sunday 4/14 10:00 PMDeadline for teams to submit
questions to [email protected]
Monday 4/15 8:00 PMAnswers to teams’ questions about the Case Challenge are posted on the websitewww.2013uwcc.com
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A Few Rules of the Road…Participants are not allowed to solicit or accept any input, guidance, research, or advice from anyone not on their team. This includes professors, Deloitte alumni, industry analysts or experts, employees of the subject companies, faculty, staff, other students or school alumni.
Teams may use any/all publicly available information including any databases accessed through the school library. Teams may also consult industry and analyst reports, trade magazines, and other publications beyond those provided in the data pack. All sources used as a part of the team’s analysis must be properly cited.
Teams must use the PowerPoint template included on the website to create their presentations and submit the presentation as PPT or PDF files.
Please limit your presentation to 10 slides, not including the title and appendix slides
All presentation materials must be submitted via email to [email protected] by 5:00pm PDT on Wednesday, April 17. Teams failing to submit their materials by the designated time will be disqualified from the competition.
Please title the subject of the email 2013 UW Case Competition – “Team Name”. Please use the naming convention “TeamName_CaseSolution.pptx” for your recommendations file. Also, Team member names should be clearly indicated on the cover page of the presentation.
Presentations cannot be altered in any way after their submission.
All team members must be present for their team’s presentation. Every team member must deliver a part of the team presentation. Each team will decide how to allocate the different parts of its presentation to team members.
The dress code for both the Semifinalist and Finalist Round presentations is business formal.
The computer-projection technology available at the venues will be used for team presentations. In case of technology failure, however, teams must be ready to present using their printed slides. Please have at least 4 printed copies on hand for your presentation.
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Questions?