Introducing Deloitte Hcas


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Introducing Deloitte Hcas

  1. 1. Introducing Deloitte Human Capital Services<br />
  2. 2. 2<br />Performance is powered by the effective use of capital:financial capital, technological capital and human capital.In a world in which businesses must compete in an ever-wider arena while doing more with less,human capital is emerging as the most challenging to secure, the most elusive to quantify and the most critical to success.<br />Agenda_________________________________About DeloitteWhat can you expect from Deloitte?Deloitte’s global human capital practice – Client promises and capabilities – Service capabilities – Independent recognition – Case study examplesDeloitte thought leadership_____________________________________<br />
  3. 3. 3<br />About Deloitte<br />Americas<br />Revenue: $12.9 billion (U.S.)<br />People: 68,700<br />209 offices in 30 countries<br />Europe, Middle East,<br />Revenue: $11.3 billion (U.S.)<br />People: 61,800<br />342 offices in 92 countries<br />Asia-Pacific<br />Revenue: $3.2 billion (U.S.)<br />People: 30,800<br />121 offices in 27 countries<br />Deloitte, the world’s only full-service professional services organisation, is comprised of more than 150,000 people in nearly 150 countries with fiscal year 2008 revenues of $23.1 billion. As a global organisation, we offer on-the-ground resources everywhere our clients do business.<br />3<br />
  4. 4. 4<br />Commitment to our clients and our people<br />We pride ourselves on being a trusted business advisor to many leading global, national and regional organisations and are focused on increasing the value we deliver. We strive to create value and differentiation through our brand by consistently delivering excellence in the areas that matter most to our clients:<br />Our people<br /><ul><li>The Sunday Times names Deloitte UK to its “20 Best Big Companies to Work For” 2009
  5. 5. The Sunday Times gives Deloitte UK a Special Award for Work and Home Balance and a Special Award for Engaging with Schools and Colleges
  6. 6. In several countries Deloitte is ranked in the top quartile of the “Top 100 Graduate Employers” 2009
  7. 7. The Times names Deloitte one of its Top 50 “Companies Where Women Want to Work” 2008
  8. 8. Management Consultancies Association awards Deloitte Best Human Resources Consulting Project for HR Strategy and Merger Integration at Thompson Reuters
  9. 9. Deloitte wins Outstanding Corporate Social Responsibility award at Volonteurope’s Active Citizens of Europe (ACE) Awards
  10. 10. Fortune names Deloitte USA to its “100 Best Companies to Work For” list for the ninth year running
  11. 11. Business Week ranks Deloitte as the “#1 Place to Launch a Career” in 2007, moving up two places from the previous year</li></ul>4<br />
  12. 12. 5<br />What can you expect from Deloitte?<br />A successful relationship begins with a vision of value – what needs to be done today and the road ahead. The Deloitte Client Experience keeps our vision sharp.<br />Understanding and Perspective<br />Responsiveness<br />Value to Client<br />Right Team<br />Industry Insight<br />Our Vision – The Deloitte Client Experience<br />Our Deloitte Client Experience is centred on delivering value that matters to our clients, value as you define it, value that is the heart of your business. To always achieve that core goal, we seek to deliver on four tenets – responsiveness, the right team, understanding and perspective, and industry insight. We learned from 1,238 interviews with our clients that these are differentiators in professional services. You told us what is important and we have built a global understanding of service delivery around it. We strive to live these tenets every day that we work with our clients.<br />5<br />
  13. 13. 6<br />Deloitte’s global human capital practice<br />
  14. 14. Our global footprint enables us to deliver globally, nationally, and locally<br />We provide integrated human capital solutions<br />through more than 7,500 consultants and staff in 80 major offices around the world.<br />© 2010 Deloitte Touche Tohmatsu<br />
  15. 15. 8<br />Client promise and capabilities<br />Our solutions help our clients<br /><ul><li>Rationalise service delivery across the enterprise
  16. 16. Enable HR to be a strategic business partner
  17. 17. Align workforce performance
  18. 18. Reduce operating costs</li></ul>What’s our capability?<br /><ul><li>Global network of experienced practitioners
  19. 19. End-to-end HR Service Provider
  20. 20. Comprehensive skill-sets
  21. 21. Proven tools and solutions
  22. 22. Aligned with Top-Tier vendors
  23. 23. Deep client experiences
  24. 24. Great client references across multiple industries</li></ul>Deloitte human capital areas of expertise<br /><ul><li>International Services
  25. 25. HR Transformation
  26. 26. Talent Management & Leadership development
  27. 27. Organisation and Change
  28. 28. Total Rewards and Benefits</li></ul>Deloitte’s professionals throughout the world have extensive industry experience and certifications in one or more areas of expertise.<br />
  29. 29. 9<br />Service Capabilities<br />
  30. 30. 10<br />Workplace of Tomorrow<br />In response to the realities of a changing workforce and evolving worker demands, organizations are making significant investments in new technologies that are driving up the cost to outfit the “modern worker” to an all-time high. Organizations need to explore opportunities to change “where” and “how” its workforce operates to help reduce the<br />high cost of real estate and operational expenses to maintain its physical facilities (including the cost of rent, repairs & alternations, utilities, communications, etc.). As such, the initiative requires close coordination between HR, Real Estate, and IT organizations.<br />Effectively designing and implementing a new Workplace of Tomorrow should help improve an organization’s ability to respond to these changes in a cost-effective manner by enabling them to:<br /><ul><li>Delink physical workspace consumption from headcount and in the process, improve workspace utilization and reduce fixed costs to operate and maintain physical workspace and facilities
  31. 31. Align in-flight and planned technology investments with business demands and workforce patterns in a way that increases efficiencies and leverages economies of scale</li></ul>© 2010 Deloitte Touche Tohmatsu<br />
  32. 32. 11<br />Strategic Change<br />Resistance to change is often cited as the number one barrier to successful business transformation<br />Changing organisations is not easy; the anticipated benefits of change programmes often remain unrealised, and the investment questionable. Failed change is costly financially and strategically. It impacts the appetite of the business for future change, crippling an organisation’s ability to successfully adapt to future challenges and opportunities and inspire its people to perform. Our strategic change expertise offer business leaders and programme managers a robust approach to address the unquestionable and enduring challenges of how to: <br /><ul><li>Overcome resistance and gain the commitment of people to new ways of working and challenging change agendas;
  33. 33. manage change within a structured, intelligent framework that minimises business and productivity disruption and impact;
  34. 34. align leaders around a change agenda and develop their skills to deliver the change;
  35. 35. harness and retain talent; and
  36. 36. change people’s behaviour to deliver improved, sustainable business performance and realise anticipated benefits.</li></ul>To support effective strategic change we have developed an overarching framework that enables us to get to the root cause of a problem, the 'People Dimension of Transformation'. Through the application of inquiry, insight, intervention and impact we can deliver a change programme that clearly articulates the case for change.<br />  <br />  <br /> <br />We can help clients achieve their goals by putting people at the heart of their change programme, and ensure the strategic elements of operational changes are successfully achieved through effective, timely interventions.<br />Our approach is based on the following principles:<br /><ul><li>We design unique solutions, tailored to the people challenges and needs of clients individual transformation
  37. 37. An integrated package of interventions is key to delivering success
  38. 38. Interventions should focus on delivering the business outcomes that are of strategic significance, and were the original drivers for change
  39. 39. We measure our success by the impact that our interventions have on the client’s people and on the business outcomes </li></ul>People Dimension of Transformation 8i Model<br />
  40. 40. 12<br />Employee Cost Reduction<br />Our experience and toolkits enable organisations to proactively take people-related cost out of their organisation in a way that retains short term stability and protects long term performance.<br />Intelligent right-sizing<br />Workforce optimisation<br />Deliver people benefits effectively:Manage risk around people cost reduction <br /> Aligning leadership behind cost reduction programme, build capability of managers to deliver messages, managing reputation risk through effective communication and moving to a cost conscious culture<br />People transition management<br />Total reward and benefits: optimise reward – right pay, pensions, benefits<br />People policy & spend<br />Retaining and motivating talent<br />
  41. 41. HR Transformation Doing more for less<br />HR must ensure that it is able to attract, deploy, develop and retain critical talent to fulfil business priorities and targets. In the current economic environment, the HR organisation must be able to do this effectively while controlling costs and optimising return on investment. HR organisations should be thinking about: <br /><ul><li>Introduction of shared services, process and policy standardisation, optimising use of IT for HR to reduce costs and overheads while improving data quality and efficiency
  42. 42. Improving customer service levels and customer compliance with HR policy and process to reduce the costs and effort associated with cleaning up non-compliance and complaints
  43. 43. Improving the strategic contribution of HR, and in particular the role of the business partner within the HR organisation and the wider business organisation to add real value and contribute to the success of the business
  44. 44. Creating meaningful metrics and benefits tracking – to demonstrate ROI and talk the language of the business
  45. 45. What HR services are suitable for outsourcing to an expert provider to remove non-core activities and associated reduce costs</li></ul>By reviewing the HR organisation against external benchmarks and internal satisfaction levels, alongside assessing the alignment of HR with business requirements, it is possible to develop a clear picture of where HR needs to be to support the business objectives. Costs can be significantly reduced through efficiency improvements throughout the HR organisation. The market for outsourcing has developed significantly in recent years and this option is now available to very large organisations. <br />Ultimately, saving time and effort in routine administration, alongside ensuring that high quality business partners are in place enables HR professionals to be able to contribute more effectively to supporting the delivery of business targets through strategic people management initiatives. In today’s challenging market, cost reduction coupled with drastically improved people management capabilities is a combination which will create success. <br />Deloitte is a global leader in HRT and invests heavily in the on-going development of world-class tools and methodologies. We has undertaken over 70 HRT projects across all industry sectors in the last 10 years<br />Our HR Transformation methodology has been tried and tested around the world on a diverse range of clients across many different industry sectors. It breaks down the different phases of transformation into structured activity, serving as a useful cross reference and supporting successful delivery.<br />Industry Print is a library of HR process maps supporting the fast track mapping of as-is HR processes and the development of to-be HR processes. This facilitates the collective understanding of the impact of transformation and supports the design of new technological solutions.<br />The Enterprise Value Map supports the development of HR Strategy by linking interventions to business priorities and ensuring that HR activity is fully aligned to the core objectives of the business.<br />13<br />
  46. 46. 14<br />Talent…unlocking your people potential<br />Enabling leaders and their teams to become high performing and deliver their business strategy more effectively.<br />The need for improved leadership and development of high performing teams is a requirement that permeates every layer of an organisation and this is especially true during times of intense change. Essentially, leadership matters.<br />Our view: High performing leadership teams are those that focus on developing partnerships with one another through:<br /><ul><li>Working well as a team: Effectively aligning themselves around a common goal.
  47. 47. Generating results: Focusing on business goals and the behaviours necessary to achieve them.
  48. 48. Doing real work on the ground and learning from it: Continually reflecting on what works and what does not work and applying lessons learned. </li></ul>Our capability: We have the capability and capacity to work with leaders, leadership teams and Boards looking to develop and embed high performance in their organisation.<br />In particular, we have extensive experience of working with clients across Consumer Business, Life Sciences, Energy, Infrastructure and Utilities and Points of View of the role and challenges that leaders face in these contexts. We have received industry recognition from the Management Consulting Association award for our leadership work.<br />The benefits: Our leadership work has a proven track record of helping leaders to:<br /><ul><li>Make better quality business decisions
  49. 49. Provide clear, practical direction for the organisation
  50. 50. Develop and coach future leaders
  51. 51. Create an environment that encourages innovation whilst balancing commercial needs
  52. 52. Build ambition and capability to deliver the strategy
  53. 53. Engage in productive debate and challenge. </li></li></ul><li>15<br />Organisation DesignIs your business organisation to deliver?<br />Our Organisation Design consultants are expert at helping clients drive value through their organisation by redesigning and redefining their capabilities, operating model, structure, roles and responsibilities. <br />The concept of ‘Organisation Design’ is typically misunderstood by businesses .  It has traditionally been viewed as a vehicle to achieve headcount reduction targets, reshuffle leadership responsibilities and to drive personality-led restructuring.  However, this rather narrow view often leads to structures that evolve haphazardly over time and that are misaligned with organisation's strategy.  This results in a range of issues, which can have a substantial impact of efficiency and performance. Organisation Design is much more than just ‘box and wire’ diagrams.  It is about overarching principles, capabilities, operating model, functions and roles that support more effective delivery of strategy. Businesses must be built on an individual, unique and independent basis to achieve optimal performance. The right business model can not only help you deal more effectively with current market turbulence but it can give you the opportunity to compete more effectively: "my organisation is my strategy". Enterprises with the right business model will emerge as the winners and now is the right time to ask your clients fundamental questions about whether they are organised in the optimum way to perform in a changed environment. <br />Client challenges and issues Organisation Design can help to resolve<br /><ul><li>Realisation of a new business-wide strategy that requires a fundamentally different way of operating and managing the business
  54. 54. Improving operations that are inefficient due to siloed working, ineffective governance or unclear accountability of individuals and teams
  55. 55. Identifying the core capabilities should be retained and delivered by the business, and those that can best be delivered outside the organisation
  56. 56. Redesigning the organisational operating model due to events such as mergers and acquisitions 
  57. 57. Addressing the need to cut costs and increase efficiency across the organisation 
  58. 58. Embedding flexibility throughout the organisation or within specific organisational groupings 
  59. 59. Ensuring appropriate controls, accountability and governance across the organisation </li></ul>Deloitte’s high level Organisation Design approach<br />
  60. 60. 16<br />Talent…unlocking your people potential<br />Whatever the challenges facing your business, getting the best from your people is a priority in a demanding economic environment. <br />The success of any business strategy you choose will be shaped by workforce challenges. Whether it is acquisition, mergers, downsizing, off-shoring, partnering or a growth strategy, your people are central to driving results. CEOs and HRDs are telling us that developing and engaging talent is a key workforce challenge to be managed both right now and in future – Boards are worried about leadership succession, the scarce supply of critical employees and how to retain and develop the people who deliver results. <br />Failure to address your talent strategy and continuing with the same approach could mean failing to acquire top talent in a less competitive environment, but it could also mean a failure to develop future leadership successors and a workforce and brand that will drive success in the upturn.<br />Deloitte have the breadth and expertise to support you to identify and unlock the people potential in your teams. Our innovative approach and cutting edge thinking in the Talent Management arena is winning us significant praise in the market. Our Mass Career Customisation, Global Mobility and Workplace Transformation offerings are changing the way organisation think about Talent Management.<br />Interactive exercise at <br /><br />“In Kennedy’s view, Deloitte has made the most strides in innovation among its peers. The firm has evolved its human capital offerings over time from the more basic employee lifecycle services to a broader-based and sophisticated set of talent management services. Moreover, Deloitte has now raised the bar for other consulting firms.”*<br />* Source: Kennedy; Talent Management Consulting Marketplace 2009-2012; © BNA Subsidiaries, LLC; used with permission<br />
  61. 61. 17<br />Independent recognition<br />Largest Strategy, OM, HR, and BAS Consulting Practices<br />Source: “Healthcare Consulting Marketplace 2009 – 2012” © Kennedy Information, used with permission<br />1 For comparison purposes, Kennedy aligns consulting revenues to major consulting service lines as defined by Kennedy. With respect to the Big Four as well other firms, this includes certain tax advisory services. Deloitte provided Kennedy its reported Consulting & Advisory revenue aligned against these definitions and disagrees with Kennedy’s interpretation. The discrepancies between Kennedy’s estimates and Deloitte’s C&A revenues center primarily on Kennedy’s interpretation of tax advisory services.<br />2 FY07 data reflects the combined revenue before the split of Booz & Co. from Booz Allen Hamilton<br />
  62. 62. 18<br />“Deloitte is deep and strong in all four healthcare sub segments: life sciences, provider, payer and government healthcare”<br />“Healthcare Consulting Marketplace 2009-2012” © Kennedy Information; used with permission<br />“Deloitte brings deep and broad capabilities to healthcare clients; its balance of financial, technical and industry consultants allows the firm to respond to more complex and comprehensive engagements”<br />“Healthcare Consulting Marketplace 2009-2012” © Kennedy Information; used with permission<br />“Deloitte’s chief value for customers lies in acting as a ‘client side trusted advisor’. That basically means helping clients formulate and execute their operational strategies, which in turn means helping them formulate and execute the technology-related strategies and programs require to execute these operational strategies”<br />IDC, “Deloitte Prepares for Tough Environment in 2009”, Doc #Q89Q, November 2008<br />“Among the [Big] four, Deloitte’s consulting service breadth and depth is unparalleled”<br />"Global Consulting Marketplace 2008-2011"; © Kennedy Information; used with permission<br />
  63. 63. 19<br />Recent HR transformation projects<br />
  64. 64. 20<br />Recent HR transformation projects<br />
  65. 65. 21<br />Energy and utilities<br />Global HR transformation –offshored shared services implementation<br />Background information<br />One of the largest oil companies in the world and employing over 100,000 people with operations on 6 continents and in over 140 countries.<br />Improving the efficiency and effectiveness of HR systems and processes is one of the four pillars of their People Strategy.<br />Goal is to achieve first quartile performance in HR Services by end Q1 2009 through:<br /><ul><li>Accelerating the transition of global HR transactional activity to HR Service Centres in 3 offshore locations
  66. 66. Embedding and fully leveraging existing SAP systems and functionality
  67. 67. Simplifying and standardising HR processes</li></ul>Project objectives<br />To implement a scalable HR tiered service delivery model which is built around two value drivers:<br />Delivery efficiency (process standardisation, automation, self service and tiered delivery model)<br />Sourcing (appropriate balance between proximate, offshore and outsourced)<br />Project scope<br />The initial migration of 3 global HR transactional activities to 3 offshore centres. Initial implementation commenced with Expatriate Services, Local Services and associated HR data management activities. The scope of the project is to design and implement a future state scalable HR services organisation covering:<br /><ul><li>For Tier 0: One portal to access all HR services
  68. 68. For Tier 1: The single point of entry for systems support and first point of contact for all HR policy and procedure questions
  69. 69. For Tier 2: Transaction processing for all HR processes</li></ul>Results<br /><ul><li>$60m savings
  70. 70. The establishment of a scalable HR Services platform, which will be ready to “acquire” other processes later
  71. 71. Improved service quality through delivery of end-to-end process management
  72. 72. Significant improvement in data quality resulting in better decision making
  73. 73. Integrity of the global process model, enabled by a strong drive to eliminate local variants where they are not legally required
  74. 74. Through a new “high user-friendly” HR portal providing an improved user experience for both staff and line managers</li></li></ul><li>22<br />Consumer, healthcare, pharmaceuticals and medical<br />Global HR transformation –full scope outsourced implementation<br />Background information<br />This client is one of the world’s largest consumer health-care providers and operates in 54 countries in three sectors (consumer, medical and pharmaceutical). Deloitte is involved in supporting their global HR outsourcing vendor (Convergys) and is the largest outsourcing contract of its kind in the marketplace.<br />Project objectives<br />The transformation comprises a full range of HR services. In parallel with this the client is transforming its HR Service Delivery model into a more centralised model with a focus on Shared Services as well as employee and manager self service.<br />The main project goals are to:<br /><ul><li>To achieve more efficient and effective HR function through;
  75. 75. Standardising and simplifying global HR processes;
  76. 76. Implementing regional HR shared service centres;
  77. 77. Implementing a global HR information system (SAP HCM) to support HR administration;
  78. 78. Implement employee and manager self service;
  79. 79. Outsource HR administration for all HR processes.</li></ul>Project scope<br />The project scope encompasses more than 120,000 employees in 54 countries. Deloitte carries out the work in cooperation with Convergys, the outsourcing party, and has been involved in the global and detailed design, project management and change management activities as well as the country implementations.<br />The scope includes the installation of a SAP human resources technology platform, a human resources portal, transactional services for payroll, compensation, training administration, a human resources contact centre and workforce analytics. It also provides technology to support services already in place, such as performance management, succession planning, recruiting, and staffing.<br />Results<br />The major part of the design work took place in 2007 and the first wave of the implementation began in January 2008 in 11 countries. The start-up phase covers 65,000 employees across Latin America, Asia Pacific, and North America. Another 25 countries will be brought on board in 2009, including the Europe/Middle East/Africa region. By January 2010, the transformation is expected to be complete in all 94 countries covering the company’s total staff.<br />
  80. 80. 23<br />Biomedical and pharmaceuticals<br />Global HR Shared Services<br />Background information<br />The client is one of the world's largest research-based biomedical and pharmaceutical company at a time of significant changes and marketplace challenges. To maintain leadership and prepare for a vibrant future, the company is undergoing a transformation, including smaller, customer-driven business units; lower-cost and more flexible cost structures; and a renewed commitment to innovation and continuous improvement. To properly support the new business, they are also transforming how they provide global HR services<br />Project objectives<br />As a result of this transformation, they not only intend to reduce the cost of operating a complex internal HR organisation, but also create a sustainable model that is positioned to support the business units, increase efficiencies, and enable more manager and colleague focus on high-value activities and less time managing core HR matters<br />Project scope<br />Conduct global assessment of HR department in order to evaluate and recommend a future state service delivery model that supported the new HR organisational model by transitioning transactional work into an HR Shared Services environment. <br />Determine which processes are appropriate candidates for Shared Services. Identify geographical reach for the future model. <br />Results<br />Developed current state assessments <br />Narrowed focused on eight HR processes, prioritised for their ability to be standardised, transactional component, current cost and applicability to Shared Service adoption <br />Developed process responsibility models<br />Evaluated and recommended Shared Services Model, <br />Analysed and identified potential location proxies for the Shared Services Centres<br />Identified 31 selected countries for the future model based on criteria such as existing client footprint, projected business growth, cost of labour, etc<br />Assessed current technology and identified improvements and opportunities<br />Developed a financial model to support the recommendation with identified costs and savings<br />
  81. 81. 24<br />Recent organisational design projects<br />
  82. 82. 25<br />Consumer, Healthcare, Pharmaceuticals and Medical<br />Organisation Design for a Global Procure to Pay Project<br />Background information<br />This client is one of the world’s largest consumer health-care providers and operates in 54 countries in three sectors (consumer, medical and pharmaceutical).<br />The client spends approximately $2 billion annually in Europe on indirect materials and services, using multiple Procure-to-Pay processes and varied technology platforms. It has an extremely disparate European organisational structure; spread across three operating groups each consisting of multiple affiliates working on a largely autonomous basis. <br />Project objectives<br />Strategic growth objectives aimed at achieving $100m sales revenues by 2011. This will be achieved by a combination of organic and acquisitive growth. Project aim is to provide a key platform for the enablement of this strategy through standardisation or processes, more effective knowledge sharing across affiliates, provision of information for effective decision-making and the delivery of extensive sourcing savings for reinvestment in the business.<br />Project scope<br />The project was split into 2 main components: 1) Procure-to-Pay Transformation Program and 2) Sourcing Program<br />Scope of project covered 89 affiliates in 11 European countries and will deliver a globally scaleable procure-to-pay solution including process, technology and organisation. <br />The initial scope of the project covers 89 affiliates in 11 European countries and will result in the development of 6 regional sourcing / procurement clusters. <br />Results<br /><ul><li>Implemented a globally scaleable Procure-to-Pay process across 89 European affiliates
  83. 83. Implemented a globally scaleable sourcing process across all European affiliates
  84. 84. Designed and implemented a P2P SSC, European Indirect Procurement Organisation and an Information Management Support Organisation
  85. 85. Implemented a single instance eProcurement system (Ariba), centralised SAP system and EAI environment
  86. 86. Realised annualised sourcing benefits in excess of EUROS 106m</li></li></ul><li>26<br />Life Sciences, Pharmaceuticals and Consumer<br />Leadership development for business change programme<br />Background information<br />The client had a number of business critical projects underway within MD&D EMEA Business Services that were at differing stages of evolution. To achieve the successful delivery of each of these projects over the following 18 months the BSLT (Business Services Leadership Team) had to share a clear and common understanding of what needed to be done, how it would be delivered and how responsibility would be shared among the Leadership team. Deloitte were asked to support the BSLT in the preparation and facilitation of a workshop to address these issues. <br />Project objectives<br />In addition to the projects already underway the findings of a recent Operating Model and Governance review highlighted a further set of initiatives required to support the transition of EMEA Business Services to a customer-focused operating unit. The project initiatives aimed to:<br />Create a regional supply chain organisation that drives requisite coordination and best practice sharing across EDO<br />Establishment of an economic model to ensure cost and performance transparency <br />Creation and reorganisation of roles and responsibilities to better align the day-to-day operations across service lines<br />Issues the Deloitte team faced:<br />Members of BSLT had differing views on the value of the workshop and what approach should be taken to support the transition<br />Projects were at different stages and so difficult to consolidate and design an collaborative approach<br />Project scope<br />Deloitte provided the following services:<br />Shape and develop the objectives for the workshop, its agenda, the approach for how it will be run, and the required outputs; <br />Conduct initial stakeholder meetings ahead of the workshop to understand the breadth of views with regards to what needs to be done, areas of likely consensus, and where the challenges will be; <br />Prepare or help in gathering the requisite materials for the workshop; <br />Facilitate the BSLT workshop to drive towards consensus in terms of what needs to be done, how it will be delivered and how responsibility will be shared among the key stakeholders; and<br />Document the key workshop outputs and agreed next steps<br />Results<br /><ul><li>Constructive discussions were held on MD&D EMEA Business Services vision and roadmap
  87. 87. General consensus was reached that a TOM is required to fully understand how the new customer-focused operating unit is organised
  88. 88. Ownership and actions were allocated for the following objectives:
  89. 89. Transform EMEA Business Services from a project organisation to a true customer-oriented operating unit
  90. 90. Create clear accountability and transparency on EMEA Business Services performance and costs
  91. 91. Detail the new regional supply chain organisation for EMEA Business Services </li></li></ul><li>27<br />Consumer Business<br />Alignment of Organisation and Cost Base for Food Processing Company<br />Background information<br />The client is one of the UK largest food processing companies, employing over 7000 people. It supplies own label and customer branded chicken products to leading retail and foodservice customers across Europe. <br />The client is experiencing a number of pressures that have resulted in it commencing a fundamental review of its future vision and strategy. <br />Project objectives<br />The objective of the project was to assess the organisational structure and provide guidance and recommendations which would help the client to succeed in a rapidly changing marketplace, which included significant cost pressures, both in terms of input costs and wholesale prices, demand challenges due to changing consumer requirements, and financing issues.<br />Project scope<br />Deloitte supported the client to refocus and restructure their business, scope of this of this work was to:<br />Define an organisational structure, at the highest level, that is aligned to delivering the new strategy and is cost effective;<br />Create a top level operating model that defines the ways in which the business will operate (ie how the parts of the new organisation structure will work together); <br />In doing this, identify areas within the indirect overhead base that can be saved (in both the short and long term) – by elimination of duplication, driving efficiencies, changing the nature/levels of service, reducing wastage etc; and<br />Provide a financial evaluation of the opportunities identified, incorporating proposed short term and long term savings and associated implementation costs;<br />Results<br /><ul><li>The project resulted in a recommended structure with associated cost savings of approaching £1.5 million with a further £1.6 million identified for further evaluation.
  92. 92. In addition the team delivered a report on baseline costs and organisation, high level organisation options and detailed design and cost analysis</li></li></ul><li>28<br />Recent strategic change projects<br />
  93. 93. 29<br />Energy & Infrastructure <br />Major upstream oil company - Deployment of Advanced Collaborative Environments <br />Background information<br />The client is one of the world’s largest energy companies, providing its customers with fuel, energy, retail services and petrochemicals. With global revenues of $361bn and c92,000 employees, the company operates across six continents in over 100 countries. <br />The client wanted to improve the working practices between on shore and off shore teams, to enable “better decisions faster” through enhanced collaboration and information sharing. This engagement contributed to the exciting ‘Field of the Future’ programme. <br />Project objectives<br />Identify and implement Advanced Collaborative Environments (ACE) initiatives in five areas: People, Process, Technology, Organisation and Physical Environment<br />Through the adoption of multiple ACE initiatives, assist the client in reducing cost and improving working efficiency<br />Create a greater sense of ‘one team’ between on and offshore teams<br />Project scope<br />Working with the client to identify ACE opportunities with functional teams around the world<br />Develop a design framework to assess ACE opportunities<br />Implementing ACE initiatives through piloting and full roll out. <br />Managing the training and communications to ensure successful implementation<br />Change management and embedding behavioural change to support the ACE initiatives<br />Results<br />Location 1<br />Reduced downtime due to faster incident resolution (£2m)<br />Eliminated a planned shutdown as onshore could continue operations (£2m)<br />Many smaller incremental benefits add to total (total benefits of £15m per year)<br />Location 2<br />Improved decision making in reduced cycle time ($1m per month) <br />Operations efficiency – 92% in first year<br />Increase in Gas Plant Handling Capacity (10%)<br />Regional GoM DW Centre being developed (est. benefits of $70 Million/year)<br />General Benefits<br />Continuous monitoring of events<br />Continuous access to shore sub-surface expertise during drilling programme<br />Improved skills transfer and development of new staff<br />Promotes greater sense of team and community between onshore and offshore<br />Provides a mechanism for sharing best practice as it is required across the globe<br />
  94. 94. 30<br />Consumer Business <br />People transformation and organisation redesign for a postal service client’s IT service delivery function<br />Background information<br />The client’s technology organisation’s vision is to be “an integrated team of IS professionals, passionate about creating value”. A review in 2007 highlighted fundamental people issues hindering its ability to deliver value and support their Transformation agenda.<br />Project objectives<br />To overcome its people issues and enable the technology organisation to achieve its vision a full redesign of the technology organisation was undertaken. A critical dimension of this redesign involved attracting, selecting, developing and retaining a team of top performing IT professionals.<br />Project scope<br />Deloitte’s role was to support the people stream via the following initiatives:<br />Organisation Design: <br />Support the design of the IT service delivery function. <br />Assessment & Appointment: <br />Develop assessment strategy, support in interpreting and managing assessment centre date and develop associated appointment principles. <br />Exit Management: <br />Develop exit management principles.<br />Learning & Development: <br />Rollout a comprehensive learning & development curriculum to address employees’ capability gaps.<br />Results<br />Supported the client in the appointment of a group of top performing IT professionals, focused on providing real added value to the business;<br />Conducted comprehensive learning needs analysis to identify gaps in the knowledge, skills and behaviours required to support the new organisation along with a robust learning & development strategy to address these gaps.<br />Supported assessment process through provision of expert advice and guidance on assessment centre design and administration and delivered pre-assessment centre workshops for candidates.<br />Developed a competency framework to underpin assessment and recruitment<br />Developed approach for providing feedback to candidates following the assessment centre including provision of 1-to-1 feedback to unsuccessful candidates<br />Also supported the design of the IT Service Delivery (SD) function, as follows: <br />Initial definition of the scope and mandate of SD function <br />Participated in the IS organisation design workshops, acting as SMEs<br />Defined the structure of the SD function (i.e. SD roles, role levels, staff numbers and reporting lines) <br />Developed detailed job descriptions for all new SD roles<br />
  95. 95. 31<br />Deloitte thought leadership and resources<br />
  96. 96. 32<br />CHRO strategist and steward booklet series<br />New business and work force challenges are making the chief human resources officer (CHRO) role and human resources (HR) function more visible and important than ever. Deloitte Consulting LLP’s CHRO Strategist and Steward booklet series offers our perspective to help CHROs and the C-suite better understand and tackle these emerging issues and trends. Each booklet provides fresh insights to help inspire creative problem-solving, as well as a framework for in-depth analysis and discussion.<br />Taking the Reins: HR’s Opportunity to Play a Leadership Role in Governance, Risk Management and Compliance<br />This booklet focuses on HR’s growing role in governance, risk management and compliance (GRC). Until recently, most HR functions focused only on GRC issues in traditional HR areas such as recruiting and hiring, performance evaluations and compensation. More and more HR leaders are being asked to step up to a new more strategic role: supporting and enabling GRC activities across the entire enterprise.<br />Smart Moves: A New Approach to International Assignments and Global Mobility<br />This booklet outlines a new approach to international assignments and global mobility for today’s CHRO. It examines the latest global mobility trends and challenges, and offers practical and proven advice to help organisations make global mobility a core competency.<br />Strategist and Steward: The Evolving Role of the CHRO in the 21st Century<br />HR has the potential to be a critical differentiator in today’s increasingly competitive markets. This booklet takes an expansive look at a range of challenges facing today’s CHROs and offers some thoughts on what it takes to be effective.<br />
  97. 97. 33<br />CHRO strategist and steward booklet series<br />HR That Means Business: Focusing on Value Creation<br />The future of HR is not just about improving operations inside the HR function – it’s about improving company performance outside the function. This booklet explores the changes that HR should consider to shift its focus from internal operations to the talent and labour market issues facing the global economy.<br />Rewards Revisited: From “Me Too” To Value Driver<br />This booklet outlines a new approach companies can consider to help improve their rewards programs by transforming rewards from a cost to be controlled to an investment for growth and improved performance.<br />Putting People First: The Driving Force for Sustained Transformation<br />To achieve and sustain an effective organisational transformation, companies should adopt a comprehensive, focused and structured transformation approach that puts the primary emphasis on its people. This booklet presents a framework to address the people-related challenges associated with organisational transformation and offers insights to help make people-driven transformation effective.<br />Who Moved The Finish Line? Redefining Readiness in a World Obsessed with Go-Live<br />Understanding the change barriers and effectively handling them can help executives achieve organisational readiness. This booklet offers time-tested techniques to help a company prepare for change and achieve project effectiveness.<br />
  98. 98. 34<br />Innovation centres<br />Deloitte LLP has created Innovation centres, where you will find research, white papers, case studies, podcasts and other resources created to help you excel in your role and focus on the critical challenges facing your industry.<br />You can navigate the centres by role or by industry. Our role-based centres, designed for the C-suite, offer insight and strategies to amplify your contributions to growing the top-line, efficiently managing the bottom line and maximising shareholder value in your organisation. Our industry-focused centres address some of the nation’s most pressing business problems through an industry lens. Each centre offers visionary thinking to help you tackle complex issues affecting the competitiveness of your organisation.<br />Our current innovation centres include:<br /><ul><li>Centre for Banking Solutions
  99. 99. Centre for Corporate Governance
  100. 100. Centre for Energy Solutions
  101. 101. Centre for Health Solutions
  102. 102. Centre of Network Innovation
  103. 103. Chief Financial Officer (CFO) Centre
  104. 104. Chief Human Resources Officer (CHRO) Centre
  105. 105. Forensic Centre</li></li></ul><li>35<br />Deloitte Centre for Energy Solutions<br />The Deloitte Centre for Energy Solutions (the Centre) provides a forum for innovation, thought leadership, groundbreaking research, and industry collaboration to solve the most complex energy challenges.<br />Through the Centre, Deloitte’s Energy & Resources Group leads the debate on critical topics on the minds of executives — from legislative and regulatory policy, to operational efficiency, to sustainable and profitable growth. And we provide complete solutions to our clients through a global network of specialists and thought leaders.<br />With locations in Houston and Washington, D.C., the Deloitte Centre for Energy Solutions offers interaction through seminars, roundtables and other forms of engagement, where established and growing companies can come together to learn, discuss and debate.<br />Currently, the following topics are featured in the CHRO Centre:<br />America’s Renaissance: Energy, Environment, Security & Global Leadership<br />In the first 100 days of his administration, President Obama has put energy and environment policy at the heart of America’s future. In the next 100 days, he will need to work with various political interests and make keen decisions to realise his vision <br />Energy Regulators in Green State of Mind<br />A majority of energy regulators agree that reducing greenhouse gas emissions will increase the costs of electricity, but that the public is willing to pay as much as five percent more for green energy, according to a survey from the Deloitte Centre for Energy Solutions. <br />2009 Industry Outlook: Energy and Resources A perspective for the Oil & Gas and Power & Utilities industries <br />As the Energy & Resources industry entered 2008, common wisdom held, “as energy goes, so goes the economy.” One year later, the near collapse of the U.S. financial system and a growing recession have turned this wisdom on its ear. The new mantra for the energy industry? “As the economy goes, so goes energy.”<br />
  106. 106. 36<br />Deloitte Centre for Health Solutions<br />The Deloitte Centre for Health Solutions (the Centre) is committed to achieving workable solutions through independent and shared research, bringing together relevant stakeholders through roundtables and other forms of engagement, and applying a deep knowledge of health care — both in practice and policy — to the analysis.<br />The Centre recognises that the health system’s major issues surround quality, access and cost of care. To remedy the situation, the Centre is focusing its efforts on five key areas of reform that form the basis of most of its research and solution development:<br /><ul><li>Improve Quality: Apply the evidence to care to remove inappropriate variation out of the system.
  107. 107. Reduce Demand: Focus on prevention and better coordination of chronic care to reduce avoidable admissions and problems.
  108. 108. Leverage Information Technology: Use technology to reduce error, improve clinical outcomes and improve coordination of care.
  109. 109. Change Incentives: Shift from use/volume driven care to outcome driven, value-based purchasing.
  110. 110. Engage Consumers: Enable consumers to navigate the system and to understand the costs. </li></li></ul><li>37<br />Chief Human Resources Officer (CHRO) Centre<br />To help CHROs understand their constantly evolving role, Deloitte Consulting LLP has developed a CHRO Framework that describes their roles and responsibilities in terms of four major categories.<br />The CHRO framework focuses on the primary executive roles of the CHRO:<br /><ul><li>Coordinating with the CEO and business unit leaders on people issues — including talent, leadership, change and organisation
  111. 111. Orchestrating and supporting people-related risk, governance and other matters with the board, its committees and regulatory authorities
  112. 112. Leading the HR function and delivering the talent, HR services and programs, and culture to achieve business results</li></li></ul><li>38<br />Currently, the following topics are featured in the CHRO Centre:<br />Business, Politics and the New Social Media<br />Social media is transforming organisations. By addressing the growing technology gap among the generations in the workforce, those organisations that do focus on adapting to new technologies and communications tools will be better positioned to achieve competitive advantages.<br />Ways Chief Human Resources Officers (CHROs) Can Build Effective Board Relationships<br />Today’s CHRO needs to be a strategic adviser to the board of directors and the Chief Executive Officer, and aligned with the CFO. With the right knowledge, confidence and alliances, the 21st Century CHRO will be ideally positioned to provide critical input on Human Resource strategy and risk oversight. Learn more about this extraordinary opportunity.<br />Enterprise Value Map™ for Human Capital v2.0<br />A resource to help your organisation focus on the right business opportunities and assist your Human Capital initiatives in delivering their intended business value.<br />For more information on Deloitte’s Innovation Centres, please visit<br />
  113. 113. 39<br />Industry expertise and thought leadership<br />Oil & Gas reality check- <br />Ten of the top issues facing companies in the coming year<br />To help your company respond to the current market challenges we have identified 10 of the top issues oil and gas executives will face in the near term. We identified these issues and developed this report in consultation with Deloitte oil and gas practitioners from around the world and trust you will find it useful in charting your course over the coming months <br />The cash crunch: Economic uncertainty may spark supply shortages<br />Counting the costs: Elevated expenses squeeze margins<br />Regulatory complexity: Global operations demand robust processes<br />Missing in action: Talent shortages loom<br />Boosting reserves at bargain prices: The pace of mergers and acquisitions accelerates<br />Nowhere to go: Market access limited by resource nationalism<br />The end of easy oil: Reserves are getting harder to reach and extract <br />Playing it safe: Health and safety remain critical concerns<br />An inconvenient truth: Carbon reduction targets rise in prominence<br />Its not easy being green: An alternative strategy is mandatory<br />“Oil and gas companies must be prepared to explore new forms of partnership- not only between national oil companies and private companies, but also between technology companies and service companies. Industry stakeholders must share their strengths if they hope to strive in the future”<br />Dr Joseph A. Stanislaw, Independent Senior Advisor , Energy & Resources, Virginia, U.S. <br />
  114. 114. 40<br />InfoHRm – measures that matter<br />Deloitte works with Infohrm to provide clients with meaningful benchmark information during the course of our engagements. Clients can also partner directly with Infohrm, ensuring that quality benchmark data is available at all times – not just during an engagement. <br />Infohrm is the global leader in workforce planning, reporting, and analytics, providing business leaders with tools to improve the quality of their data-driven human capital decisions. These tools range from enablement technology, human capital dashboards, strategic consulting, HR professional development, thought leadership, to human capital benchmarking.<br />Infohrm clients achieve success by using information to gain greater insight into their workforce to allow for greater business impact across the organisation. A known market leader, Infohrm shares its unique philosophy with over 160 public, private, and non-profit sector organisations. <br />With over 25 years of human capital measurement experience, Infohrm has developed a reputation for the integrity and quality of data capture and analysis, exemplarily client partnerships, and commitment to building a community of highly skilled HR professionals.<br />With a database of over 2 million employees, Infohrm possesses the most comprehensive set of human capital benchmarks, covering workforce diversity, performance, staffing, and turnover metrics, in the marketplace.<br />"Deloitte is licensed to access InfoHRM information and data under the terms of a Licensed Intellectual Property that is owned by and has been provided by InfoHRm"<br />
  115. 115. 41<br />Deloitte Academy<br /><ul><li>The Deloitte Academy has been designed to provide support and guidance to boards, individual directors and company secretaries who operate in complex business environments.
  116. 116. The programme draws on the deep technical expertise of our firm combined with our broad practical experience, organised into a curriculum that can be customised to fit the specific needs of individual directors.</li></ul>Lectures and seminars: designed to react swiftly to market trends and provide up-to-the-minute information on key issues<br />Board/committee workshops: training applicable to an entire board or board committee on a specific topic<br />One-to-one training: personal training that is genuinely bespoke and is particularly appropriate for busy senior executives<br />
  117. 117. 42<br />Deloitte HR Directors Academy <br />Four times per year Deloitte facilitate the HR Directors Academy, an exclusive HR forum designed to assist senior HR professionals to understand current issues and associated people management implications. The sessions take the format of a round table discussion, and are chaired by a senior HR director from a participating company. Members of the forum operate in businesses across a wide variety of industries. Personal and professional networks are enhanced through the sessions, and participation results in fresh perspectives and thinking for all involved. <br />The aim of the HR Directors Academy is topromote understanding among its members of how global human resource disciplines can add shareholder value to multi-national companies<br />The members of the HR Directors Academy are individuals who are or advise senior officers of large multi-national organisations with responsibility for setting the direction of global HR<br />Recent topics include:<br />The role of HR function in business success<br />Talent management<br />Strategy and Employee Cost Reduction<br />Executive remuneration strategies in the current environment<br />