29 posts categorized "Leadership"

October 01, 2015

A unique opportunity for the private sector: reflecting on United Nations General Assembly week

UngaI feel very proud and deeply privileged to have had an opportunity to represent Deloitte colleagues at a number of events coinciding with United Nations General Assembly week. It is a historic week for the United Nations, celebrating its 70th Anniversary and announcing the new Sustainable Development Goals (SDGs). These goals point to a significant change at the United Nations. Unlike with the Millennium Development Goals, the United Nations has recognized the importance of the private sector in the global development agenda. It can be seen not only in goal 17, which highlights the significance of partnerships, but also in the amount of side events during the week that included the private sector, such as the Solutions Summit. The discussions during these events sent a clear message – the private sector has a fundamental role to play in achieving the SDGs.

On Monday, 28th September, Deloitte hosted an event in collaboration with the United Nations Foundation, which brought together senior executives and social sector leaders to discuss how companies can incorporate social impact into their business in the context of the SDGs. It was an inspiring and insightful discussion, and I believe, one of many more to come. The private sector is increasingly engaged in delivering social impact, as Deloitte research “Driving corporate growth through social impact” published this week indicates. The research shows that with the changing global landscape, social impact plays an integral role in helping businesses remain competitive and find new growth opportunities. Creating a more just, sustainable, and prosperous future for all is now a business imperative, and the private sector is increasingly working together with governments and civil society on innovative, collaborative solutions to global challenges.

Pope Francis’ address to the General Assembly sent a powerful message about the urgency and importance of addressing societal and environmental issues. Deloitte Touche Tohmatsu Limited CEO Punit Renjen joined other business leaders in supporting Pope Francis’ encyclical on climate change. This encyclical highlights the increasing importance of addressing environmental and societal challenges created by climate change, and the role business can play by using innovation, scale, and entrepreneurial spirit to contribute to solutions.

Deloitte has a long history of collaborating across sectors to help drive global development efforts. One example is a project recently delivered pro bono with the United Nations Office for the Coordination of Humanitarian Affairs, focused on strengthening the United Nations’ pipeline of diverse leaders for senior roles in the humanitarian and development sectors.

I believe the celebrations during United Nations General Assembly week marked a truly historic moment towards a better world, but this is just the beginning. The private sector has been actively engaged in the development and the adoption of the sustainable development agenda, and many business leaders see societal impact as integral to their business strategy, in a way I have never seen before. Achieving the SDGs will require continued commitment, focused action, innovation, and collaboration. I look forward to contributing to this journey over the next 15 years of their implementation.

Chip-cottrellJames “Chip” Cottrell is a partner in with Deloitte Financial Advisory Services LLP. He is a Certified Public Accountant in the U.S. and China and a UK Chartered Accountant as well as Chartered Global Management Accountant. Chip has served as the functional leader of Deloitte’s U.S. Federal practice and currently serves as the Deloitte Global Lead Client Service Partner for the United Nations system as well as a co-chair of a United Nations Global Compact Committee on Anti-Corruption.

As used in this document, “Deloitte” means Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

August 17, 2015

Developing female leaders at the United Nations

Un blogBy their very nature, humanitarian crises are highly dramatic, visible, and distressing events; and effective response requires quick decision-making and strong leadership.

Developing and increasing the effectiveness of those responsible for leading life-saving relief efforts is a key challenge of the United Nations Office for the Coordination of Humanitarian Affairs (UN OCHA). A project recently delivered pro bono as part of the Deloitte Humanitarian Innovation Program with UN OCHA, focused on strengthening the UN’s pipeline of diverse leaders for senior roles in the humanitarian and development sectors. Deloitte Consulting LLP (U.S.), (Deloitte), has lent its support to UN OCHA since 2012, applying its experience in creating talent development programs in the private and public sectors, to those working in these exceptionally challenging environments.

In this latest collaboration, Deloitte contributed to the conceptualization, development, and launch of an interagency talent program for female leaders within the UN system. The program targets high-potential women in seven participating UN agencies to accelerate their readiness for senior leadership roles across the UN system. The program includes a 1-year rotation to roles selected specifically to maximize candidate development, coaching based on individualized development plans, and in-person leadership learning and training led by Deloitte.

This ground-breaking interagency talent program is the UN system’s first attempt ever to build a female leadership pipeline by broadening the exposure of female talent working in UN agencies. It has the potential to shift the leadership landscape of the entire UN system. With the first cohort of women enrolled in the program, it is off to a strong start and is receiving encouraging reports among the agencies involved.

These agencies focus on life-changing issues such as protecting the rights and well-being of refugees, getting food to those in crisis, and the eradication of poverty. While each is effective in its own right, the challenge is developing leaders that can coordinate the capabilities of the agencies working together to accelerate their common goal—responding to essential needs of those in crisis. As more cohorts of women are selected, the intent of UN OCHA is to scale the program in the years ahead.

Read more about how the Deloitte Humanitarian Innovation Program supports humanitarian crises by collaborating with humanitarian organizations to co-create innovative solutions that help improve the sector’s preparedness and readiness to respond to crises here.


David-pearsonDavid Pearson is the Chief Sustainability Officer for DTTL. Dave leads innovative programs which demonstrate Deloitte’s commitment to driving societal change and promoting environmental sustainability. Collaborating with government, non-profit organizations, and civil society, the Deloitte network is designing and delivering solutions that contribute to a sustainable and prosperous future for all. Dave has more than 20 years’ experience in both public accounting and private industry. From 2007–2011 he served as CEO of Deloitte CIS, which covers 11 countries in the former Soviet Union.

February 27, 2015

Landscape evolving for global chemicals industry

Chemicals-landscape-blogDeloitte Global was proud to host its 10th Global Chemical Think Tank recently in Dusseldorf, Germany. The event brings together Deloitte member firm clients and Deloitte professionals from around the world to engage in forward thinking discussions on key trends and issues impacting the global chemicals industry. While several topics were featured on the agenda, let me highlight three topics which resonated with me. 

First, the chemicals industry landscape is continuing to evolve with companies that are better focused on providing solutions to emerging customer needs to become more globally competitive. In an industry which over the last decade has grown on average on par with gross domestic product (GDP), breakthrough performance will demand the ability to harness new exponential technologies and adapt business models to drive innovation and exceptional growth. This is an inflection point for the industry, which is poised for new developments in areas such as advanced materials, material-based systems manufacturing, and digital design. To cope with these opportunities and challenges, companies will likely need to deploy innovative talent strategies to have the right skills needed to drive the business forward as the industry competes in the digital age.

Secondly, the feedstock environment is changing, both with the volatility of oil prices, as well as with the potential for next generation bio-based feedstock becoming more important in the future. While lower oil prices continue to steal the headlines, there appears to be growing investments and collaborative innovation in bio-based feedstock as a sustainable energy alternative. Given the multifaceted dimensions of the feedstock prism, companies will likely turn to advanced analytics as a competitive tool to find the right feedstock strategy for their business. The recent steep decline in oil prices, which impacts the pricing of naphtha, will likely create short term opportunities and challenges, depending on the feedstock source for companies. While this decline may not be lasting, it is a development being closely monitored.

Finally, mergers and acquisitions (M&A) will likely continue to be robust in the global chemicals sector. In 2015, the U.S. is expected to continue to be of interest, driven by anticipated moves by chemical companies to realign their portfolio as well as by strategic investments to position as the shale gas opportunity gradually unlocks. Further, commodity deals are likely to lead the pack, but specialty deals is expected to rebound to 2012 levels. Among the challenges that could hamper M&A activity in the sector include debt availability in certain geographies, competition and regulations changes, use of spin-offs rather than divestitures to executive portfolio realignment, and a significant global conflict.  Read more in Deloitte's recently released 2015 Global chemical industry mergers and acquisitions outlook.

Some of the topics I share in this article highlight the dynamic opportunities that lie ahead for all manufacturers – not only in the chemical industry. Over the next few months I hope to continue to offer perspectives on different sectors and issues.



Tim HanleyTim Hanley is the Global Leader of the Manufacturing Industry group of Deloitte Touche Tohmatsu Limited (DTTL). In his global industry leadership role, he directs strategic initiatives and investments to grow Deloitte member firm market share within the manufacturing industry. During his distinguished 35-year career, Hanley has led teams serving all business aspects, including consulting with top management regarding organizational financial strategy development and execution, acquisitions, and market development.

January 21, 2014

Business must disrupt the status quo

Blog_joee_davos14_300x200It’s time for real change. It’s time for disruption.

In the last few years, the world has been lurching from financial crisis to financial crisis. As business leaders gathered last year at the World Economic Forum’s annual meeting, the U.S. government had just narrowly averted falling off the fiscal cliff. Less than a year later, the U.S. found itself in a similar situation, which resulted in the third-longest government shutdown in U.S. history.

Despite all of this, in the U.S., and globally, there have been positive signs of economic recovery and business growth. Momentum continues and that is why I’m optimistic for the upcoming year.

Continue reading "Business must disrupt the status quo" »

January 20, 2014

Womenomics in action

Goto_yoriko_300x200This year I am attending the World Economic Forum Annual Meeting in Davos as a representative from Deloitte Japan and as a Deloitte Touche Tohmatsu Limited (DTTL) board member. Even as a third-time delegate, I am always thrilled to meet great people and be exposed to new perspectives and innovative ideas.

Last year, I emphasized the importance of including women in the boardroom for business development and innovation. In fact, DTTL has increased the percentage of female board members from 8 percent to 25 percent this year. It is a great honor for me to have been appointed as one of the DTTL board of directors in addition to a board member role in Deloitte Japan.

Continue reading "Womenomics in action" »

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.

Continue reading "Disruptive innovation: It's now the fast that eat the slow" »

September 19, 2013

Holding the banner high: Innovation, value chains, and competitiveness in a new era of global growth

Gary with Mayor of TianjinThe World Economic Forum’s (WEF) Annual Meeting of the New Champions (AMNC, or Summer Davos) in Dalian, China, last week centered on the theme of innovation. With China’s growth no longer in the double digits, innovation and the energy it can bring to the world economy is looming large. Indeed, Chinese Premier Li Keqiang was emphatic in his remarks at the event’s opening plenary: “Innovation is the running theme and spirit of the policies adopted by the Chinese government, and it is the banner that we will always hold high.”

But innovation in a vacuum is meaningless, and Premier Li recognizes this. “We live in a global village” said Li. “No country can live in isolation of others like Robinson Crusoe.” Nowhere is this more true than when it comes to global value chains (GVC). Value chains are now the ties that bind countries together and bring public and private innovation to the world.

Continue reading "Holding the banner high: Innovation, value chains, and competitiveness in a new era of global growth" »

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. 

Continue reading "Running in the red in 2013: HR leaders under pressure" »

January 30, 2013

Making a genuine gender difference

Blog_woman_waitingroom_300x199It is one of the enduring paradoxes of working life: Advancing women in business life seems common-sense but in practice appears to flounder and not make the headway we all expect. The reasons for this were a topic of discussion at the recent OECD Gender Forum – Closing the Gender Gap: Act Now, where I joined a distinguished group of participants, including government and business leaders. It was clear from our discussion that challenges remain.

Take diversity for example. Deloitte Australia has recently carried out ground-breaking research (“Waiter, is that inclusion in my soup?”) in the manufacturing, retail, and healthcare sectors. When modelling the relationship among diversity, inclusion and business performance, the research found that when both diversity and inclusion were high, there was an uplift of some 80 percent in perceptions of business performance. Buoyed by these results, the research was widened to include customer service, innovation and engagement. And the same thing happened: Perceptions of business outcomes are always significantly higher with high diversity and high inclusion. Another finding was that where employees perceive their organization is committed to and supportive of diversity, and where employees feel included, they are 80 percent more likely to believe they work in a high-performing organisation.

Continue reading "Making a genuine gender difference" »

January 24, 2013

Bringing female perspectives in the boardroom – Challenges in Japan

Dttl_YorikoGoto_DeloitteJapan_300x200I have the honor to attend the World Economic Forum in Davos as one of the five representatives from Deloitte this again year. Deloitte LLP, the U.S. member firm, was the first professional firm that launched an initiative for the retention and advancement of women in the United States. Started in 1993, the Women’s Initiative changed the firm culture to retain and advance female professionals with leaders’ solid commitment.

Within 20 years, the U.S. firm achieved quite a number of goals: closing the gender gap in retention and promotion (female partner ratio from 7% to 23% and female board member from 1% to 30%). This was, of course, a turbulent journey, but does prove that we can make it happen if we believe in it.

Continue reading "Bringing female perspectives in the boardroom – Challenges in Japan" »