12 posts categorized "Consulting"

September 30, 2013

Disruptive innovation: It's now the fast that eat the slow

Blog image fastDisruptive innovation is a subject we hear a lot about these days. But never have I heard its impact on the large versus the small quite so sharply represented as during a panel I recently moderated made up of business executives.

Let me set the stage. All of the panelists had experienced the perspective of the large, multinational enterprise. One panelist is currently serving as COO of a large bank with 40,000 employees. One had worked for large companies but now was the CEO of his own successful tech start-up. Another panelist was the former CEO and president of a multinational pharmaceutical company and is now a partner in a small private equity firm. Similarly, the last panelist had worked in large tech companies but is now a partner with a smaller enterprise.

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August 22, 2013

Running in the red in 2013: HR leaders under pressure

As I work with Chief Human Resources Officers (CHROs) at leading companies around the world, I am seeing talent challenges boiling to the surface, and HR is under pressure. 

Earlier this year Deloitte’s Global Human Capital consulting group conducted a global survey of 1,300 executives in 59 countries to rank the most relevant human capital trends facing their organizations; we were a bit surprised to find that the issues they face -- regardless of country or industry -- are very similar. The Human Capital Trends 2013 report Resetting Horizons details 13 trends which HR and business leaders need to place front and center as they shift their focus beyond the recession to the new growth opportunities ahead. The list of critical current and emerging trends includes both areas where HR needs to do new things – exploration-- and areas where HR needs to do thing better -- execution.

Not surprisingly, given the changes afoot, leadership pipelines and readiness is the top concern:  84 percent of global business and HR executives reported they must look for creative ways to develop new leaders as traditional leadership models are not keeping pace with today’s rapidly changing business and work environment. 

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June 24, 2013

The rewired customer creates a conflicted CMO

Rewired Customer_300x200In the Rewired Customer trend, we use the metaphor of neuroplasticity (which describes the capacity of the human brain to “rewire” itself in response to injury and dramatically changed circumstances) to describe how customers are “rewiring” their interactions with brands.   This is impacting the daily interactions I am having with my Chief Marketing Officer (CMO) clients.   Instead of asking how to better leverage traditional media, they now are asking how do they deal with expectations of transacting “anywhere-anytime,” a “do-it-yourself” mindset, and a dependence on the experience-based “wisdom of my tribe” as an integral part of the purchase process. Deloitte Consulting is helping CMOs manage “rewired customers” by changing the way they communicate with them, causing a large divide between old marketing models and new ones.

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June 05, 2013

Reinventing the ERP engine

Blog_engine_300x200I recently had the opportunity to attend a conference of a major ERP (Enterprise Resource Planning) vendor to learn about technology advances on the horizon and meet with top executives from across the globe, both those just exploring the capabilities of ERP systems, and those with multiple implementations under their belts. While I’m always interested in new technical capabilities, what really captured my attention was hearing how technology leaders are taking advantage of the reinvented ERP engine. 

Let’s face it. Those three letters – ERP – can be very scary to the uninitiated and downright frightening to anyone who’s been through a failed implementation. Historically, ERP implementations have been expensive and time consuming, and are seen as rather pedestrian when compared to newer technologies like social, mobile, and cloud.

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January 14, 2013

From strategy to execution - Helping clients solve their most critical challenges

Dttl_Monitor Deloitte_adjacent_320x212In virtually every conversation we have with our clients, we hear about the same core challenge: Organizations are facing near-constant change, and the time they have to react and make decisions is getting shorter.

Whether the challenge is rooted in the global economy, new regulations, emerging technology or something else, companies must gather as much information as possible, conduct vigorous analysis, and decide whether to shift strategy, all with increased outside scrutiny. Every decision is analyzed in real-time, so the room for error is getting smaller and every mistake is magnified.

That’s why we are so excited to welcome the Monitor team to Deloitte. This transaction combines the strengths of both our networks – including thought leadership, talent, resources, and global reach -- to further solidify Deloitte as a worldwide leader in strategy consulting.

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January 19, 2012

Eyes on the sky: How cloud computing is shaping society

Computer mouse cloud Next week global leaders from DTTL and Deloitte member firms are meeting in Davos at the 2012 World Economic Forum to discuss the important issues of the day. While we can’t all attend, I have the real privilege to participate in a local Davos event in New York for clients of the U.S. firms. I’ll be speaking about cloud computing, and how it is not just a technology phenomenon, but is shaping society itself.

As someone who has been working with leading innovators for many years, my sense is that cloud computing represents a once-in-a-generation convergence of technologies: high-speed broadband, large-scale data centers, and flexible virtualization software. Working together as “cloud computing,” these forces are driving one of the most important global technology transformations impacting on many types of business, political, and social structures.

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January 05, 2012

Out with the old, in with the old

In his first-ever blog to start the new year, Simon Holland, Global Head of Strategic Change and Organizational Transformation, argues that it’s time for a radical review of leadership development programs

Most leadership development programs do little more than maintain the status quo. Long-term organizational change depends on behavioral change—and that depends on in-depth understanding of individuals and what motivates them

Jan 2012 resized imageHappy 2012. Given up giving up smoking/chocolate/drinking yet? Don’t worry. You’re not alone. According to research by British psychologist Richard Wiseman, often quoted at this time of year, more than four-fifths—88 percent to be exact—of all New Year’s resolutions end in failure. At this rate, the only resolution worth making is not to make a resolution.

Why is change so difficult for us? Why can’t we stick at things—even when we know they’re good for us?

I’ve been thinking about these kinds of questions a lot lately as colleagues get to grips with the problem of leadership development—and how it can be solved. Didn’t think leadership development needed fixing? Think again. Research by LEAD—Leadership Excellence at Deloitte—finds that only a puny 4.3 percent of leaders rate their organization’s leadership development as “very effective.” Most corporate efforts to make us better at our jobs fail to make a difference in the long term—much like those resolutions. Back at the office, lessons learned during a development program disappear faster than needles from the Christmas tree.

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December 21, 2011

When the consultant met Claus

The Bush House Telegraph
News and views from the Deloitte Center for Strategic Leadership, Bush House, London
 
In its final blog for 2011, the Deloitte Center for Strategic Leadership marks the festive season with something a little different: an exclusive interview with the busiest boss in the world.
Happy Holidays

Working for the world’s biggest professional services firm can be tough. The hours. The globe-trotting. The expenses forms…

But it has its privileges.

Last week, a member of the Deloitte Center for Strategic Leadership team was lucky enough to meet one of the best-loved leaders in the world. A consummate strategist who has, for generations, controlled one of the biggest distribution networks in the West, using only the most basic technology and leaving minimal carbon footprint on earth, he shared his leadership secrets in a rare interview. And, as our gift to you this Christmas, we have pleasure in reproducing a transcript below.

Happy holidays!

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November 30, 2011

Mobilizing healthcare resources – TUNAJALI “We Care” program

TUNAJALI The TUNAJALI "We Care" program is an initiative supported by the U.S. President’s Emergency Plan for AIDS Relief, through USAID, to assist the Government of Tanzania. Deloitte Tanzania implements the TUNAJALI HIV/AIDS Care and Treatment Program in collaboration with Family Health International and Cardno Emerging Markets, and this was  one of several client case studies recently highlighted in the Deloitte 2011 Annual Review.

It has been scientifically proven that the virus that causes AIDS, HIV, continuously mutates. Full adherence to HIV treatment is key to suppressing the spread of HIV. Poor adherence to HIV treatment has the dangerous potential of generating drug-resistant HIV viral strains, which could subsequently be transmitted.

People living with HIV/AIDS (PLIV) on anti-retroviral therapies (ART) must take medication daily for the rest of their lives. The TUNAJALI program experience shows that these patients are highly motivated to take medication initially, but that that changes over time. After nearly three years of treatment, some supported Care and Treatment Clinics (CTC) started experiencing notable losses of patients on ART. Some of the high volume (over 5,000 patients) at CTC sites were reporting Lost-to-Follow-up (LTF) patients between 30- to 40 percent of their enrolled PLHIV. A patient is considered LTF after two to three attempts to contact them within a three-month time period have failed. This raised serious concerns about long-term patient adherence to medication. It was clear efforts had to be made to identify the “lost” patients and to take reasonable steps to prevent “losses” of patients in the future.

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November 17, 2011

The shock of the old

The Bush House Telegraph
News and views from the Deloitte Center for Strategic Leadership, Bush House, London

Forget innovation and originality, in the work of the consultant the old leadership lessons matter most.

Getting Unstuck imageA colleague recently complained to me that we don’t do anything new at Deloitte, just “re-visit old truths.”

“Would you prefer it if we re-visited old lies?” I replied—in an authoritative, yet avuncular way.

“Hmmm…” she murmured and returned, flat-footed, to her desk.

Had she been in the mood—and had I more time—I’d probably have treated her to a few “old truths” about consultants. But her loss, dear reader, is your gain.

The fact is we seldom trade in new things. Scientists offer discoveries and breakthroughs; consultants, generally, experience and insight.

In my field, leadership, a subject anatomized for thousands of years—think of the Tao Te Ching and The Republic—there’s little we can come up with that hasn’t been thought of before. Our job is not to re-invent the wheel but to add new value to those old truths—and help clients apply the lessons of leadership in ways that will benefit their organizations. We’re about practical solutions for old problems—transformations, possibly; revolutions, no.

Why do old problems keep recurring? Why can’t leadership lessons just be learned once?

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