The document provides an overview of EY's advisory services. It discusses how EY helps clients address forces like digitization, increasing regulation, and globalization by developing strategies to drive transformational change, optimizing business processes, and implementing technologies. It highlights EY's focus on leadership, alignment, execution, and adoption. The document shares examples of how EY has helped clients in industries like utilities, healthcare, and banking grow revenues, improve operations, and protect their businesses and brands. It also notes EY's global scale and recognition as a market leader in consulting.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
Stories from the Financial Service AI Trenches: Lessons Learned from Building...Databricks
EY helps clients establish their data- and AI-driven transformation strategies, operationalise their AI governance frameworks, as well as build and monitor AI solutions. In this presentation we discuss how we have approached the nuances of building AI solutions in financial services, and how a highly-regulated industry meets innovation with experiment-driven emerging technologies.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
Stories from the Financial Service AI Trenches: Lessons Learned from Building...Databricks
EY helps clients establish their data- and AI-driven transformation strategies, operationalise their AI governance frameworks, as well as build and monitor AI solutions. In this presentation we discuss how we have approached the nuances of building AI solutions in financial services, and how a highly-regulated industry meets innovation with experiment-driven emerging technologies.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
A short presentation I had on how Url shortening services could be used and why they are important. I use 3 services as examples knowing full well that there are others out there.
SSCG’s advisory services are designed to help our clients achieve business goals and ambitions. We work side by side with our clients to help them build effective businesses, innovate and grow, refocus business goals, transform strategies and models, reduce costs, manage crisis, risks, stay compliant with regulations and leverage talent.
SSCG’s advisory services are designed to help our clients achieve business goals and ambitions. We work side by side with our clients to help them build effective businesses, innovate and grow, refocus business goals, transform strategies and models, reduce costs, manage crisis, risks, stay compliant with regulations and leverage talent.
Having trouble with your enterprise risk management strategy? Map it.Andrew Smart
In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution and 1 in 3 business leaders rate their firm as poor or very poor at the implementation of strategy.
Like business strategy, the risk management strategy presents execution challenges for the CRO and Risk Management teams.
Paraphrasing the original article that introduced the Strategy Map, in the presentation, Ascendore CEO outlines how the Strategy Map can be used as part of an overall strategy management system to improve the execution of the risk management strategy. This presentation is based on an Ascendore customers use of the Strategy Map for Operational Risk Management.
www.trinityp3.com
Company Credentials Presentation for TrinityP3 Marketing Management Consultants November 2017
For more than a decade, marketing has had its costs reduced, while expectations for delivering company growth have grown. Meanwhile technology has been providing greater opportunities and at the same time greater challenges. No wonder marketers are facing more complex problems than ever before.
TrinityP3 has developed new ways to solve these new and complex marketing problems.
So what are your major marketing challenges?
1. Do you need to improve marketing performance?
2. Or optimise your agency roster and agency performance?
3. Is media transparency, value and performance an issue?
4. Or is digital transformation and technology proving a challenge?
5. Perhaps you simply want to be more agile in your delivery?
6. Or reduce waste to deliver environmentally sustainable marketing?
No matter what your problem or challenge, we have the solutions and services to provide an informed and robust analytical approach to your marketing needs.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
EXECUTIVE LEADER: SALES AND BUSINESS DEVELOPMENT
Drives revenue and increases sales as enthusiastic company advocate.
Identifies and mentors talent, leading by example and inspiring sales teams.
Captures vertical and horizontal revenue opportunities based on market trends and competitive landscape.
Consults with customers to understand needs and create successful solutions that generate revenue.
Strategically identifies and champions customer-converting tools, contact strategies, and brand messaging.
Collaborates effectively across functions and advises executive leadership.
2. Advisory: focus on performancePage 1
EY is committed to doing its part
in building a better working world.
The insights and quality services
we deliver help build trust and
confidence in the capital markets
and in economies the world over.
We develop outstanding leaders
who team to deliver on our
promises to all of our
stakeholders. In so doing, we play
a critical role in building a better
working world for our people, for
our clients and for our
communities.
3. Advisory: focus on performancePage 2
The world is constantly changing
The business world has changed dramatically and
permanently, and the ground continues to shift under
the feet of today’s executives. Outside forces that used
to be intermittent are here to stay. Capital moving west
to east, customers communicating with you and each
other − globally, unexpected innovation, increasing
regulation, a rising need for security and a greater
demand for transparency. And, of course, digitization
and the proliferation of data.
Are you nimble enough to change course at a
moment’s notice?
Is your reputation actively managed?
Are your plans aggressive and risk adjusted?
These forces are making companies think about and
organize their business performance efforts in more
proactive and structured ways.
We help clients find ways to respond to these forces that will
help them assess and protect their businesses, grow
revenues, and optimize processes. And we do this through a
sharp focus on leadership, alignment, execution and
adoption.
Forces at play
4. Advisory: focus on performancePage 3
Organizations need to find new ways to
innovate — and do it quickly
How do organizations react
to these ever-present forces
and transform their
businesses to succeed in
spite or because of them?
Do we have the right financial, customer and economic analysis to stay competitive?
Are we taking an innovative approach to emerging markets − both from an investment
and competitive perspective?
How can we achieve organic growth, or even maintain share, in mature industries?
Are we nimble enough to use digital channels securely, strategically and in a way that
will drive sales?
Grow
How can we operate more effectively and improve customer relations while cutting costs?
Are we fully leveraging the benefits of collaboration?
Are we optimizing our marketing spend through new and traditional channels?
Are we leveraging available and reliable data to help guide optimal performance of our
business activities?
Optimize
How do we protect the brand?
How do we prepare for and manage the impacts of major transformational change initiatives?
Are we using the right technology, and do we have the right processes and controls in place,
to protect our information?
Are we equipped to address the risks associated with the changing legal and regulatory
landscape?
Protect
5. Advisory: focus on performancePage 4
EY develops strategies
that drive
transformational change
Strategy
Program management
People and organizational
change
Risk transformation
1
We’re structured to help you grow, protect and
optimize your business
EY optimizes processes
that drive business
outcomes
Finance
Supply chain
Customer
Internal audit
Internal controls
2
EY implements
technologies that enable
business performance
IT transformation
Enterprise intelligence
Enabling technologies
Technology risk
and security
3
6. Advisory: focus on performancePage 5
People and
organizational
change
Visioning the case for
change
Change leadership
Stakeholder
management and
communication
Organizational
alignment
Strategy
Strategic industry and
market solutions
Innovation and digital
transformation strategy
Operational strategy
Enterprise
transformation
Strategic optimization
Program
management
Business acceptance
Vision and direction
Program assessment
and management
Planning
Execution
Measuring and
monitoring
We develop strategies that drive
transformational change
Risk
transformation
Risk strategy
Rapid risk assessments
and detailed diagnostics
Risk governance
Risk integration
Enterprise risk
management
Contract risk services
1
7. Advisory: focus on performancePage 6
We optimize processes that drive
business outcomes
Supply chain
End-to-end supply
chain
transformation
Procurement
transformation
Manufacturing
transformation,
leveraging
reliability-driven
strategy
Greening the
supply chain
Operating model
effectiveness
Supply chain and
procurement
analytics
Finance
Finance
transformation,
including systems,
organization, policies
and processes
Finance operating
model design,
including
benchmarking and
outsourcing
Financial planning
and analysis
Finance consolidation
and reporting
Enterprise cost
management
systems
Finance shared
services
Process
controls
Internal controls
diagnostic
Internal controls
transformation/
risk remediation
Internal controls
testing co-sourcing/
outsourcing
Internal audit
Strategy
alignment and
development
Internal audit
assessment and
diagnostic
Internal audit
transformation
Outsourcing and
co-sourcing
Customer
Market and
customer strategy,
including digital
assets, products,
pricing, promotion
and channel
strategies
Customer analytics,
including
profitability,
segmentation and
social media
Customer
experience and
service excellence
Marketing and sales
productivity
2
8. Advisory: focus on performancePage 7
We implement technologies that enable
business performance
Enabling
technology
Finance transformation
Supply chain
transformation
Customer transformation
Business architecture
prototyping
Enterprise Resource
Planning (ERP)
optimization
IT transformation
IT strategy and
governance architecture
and infrastructure design
Sourcing approaches
IT process and cost
optimization
Emerging technologies
Technology risk
and security
Security capability and
solutions assessment,
transformation and
sustainability
GRC technology design
and implementation
Program risk
management
IT assurance
Enterprise
intelligence
Information strategy and
management
Risk and performance
analytics
Business intelligence
Enterprise performance
management
3
9. Advisory: focus on performancePage 8
Together we’ll pave a path to performance
Confirm leaders have a sustainable business case and
full authority and accountability to deliver results.
Visibility throughout the life of the program is essential.
Align the entire
organization to the
performance
objectives, make it
personal, and engage
them in planning and
delivering the program
Continuously predict, monitor and manage risk of
delivery while measuring and creating additional value
Drive the
organization to
action and
empower full
solution
adoption
Leadership
Alignment
Execution
Adoption
Technology PeopleMetrics
Processes Organization
Vision & Strategy
10. Advisory: focus on performancePage 9
And we’ll work with you globally and
collaboratively to build a better working world
150countries
31kprofessionals
$5.8brevenue
Americas
11,400
professionals
EMEIA
14,400
professionals
APAC
4,200
professionals
Japan
1,000
professionals
12. Advisory: focus on performancePage 11
The challenge
A Fortune 500® electric and gas utility with more than 3 million customers developed a robust set of energy
efficiency offerings. The next step was creating cost-effective targeted marketing programs to increase
program participation. The company had three strategic objectives:
► Determine which marketing treatments have the greatest impact on customer participation
► Identify customers with the greatest likelihood of engaging and re-engaging in those products and services
► Deliver a positive customer experience in energy efficiency programs and service offerings
What we did
The company engaged EY to perform advanced customer analytics to help determine the most effective way
to market the programs and to identify which customers would be most likely to enroll or re-enroll. This
involved assessing customer-base data such as usage and household income; bringing disparate data streams
together and defining relevant data fields; analyzing hundreds of variables to build a predictive model; and,
ultimately, scoring customer profiles.
Result
The advanced analytics allowed us to assign a probability to every customer, indicating that person’s
likelihood of enrolling in an energy efficiency program. Our client has been able to design tailored marketing
programs, and enrollment in the company’s energy efficiency programs has risen. The estimated cost savings
per lead was 57% for gas customers; depending on the approach selected, it was 54% to 72% for electricity
customers and 45% to 62% for combined electric and gas customers.
Knowledge is power
Using data analytics to drive your growth agenda
How can a Fortune
500® utility reach
the right customers
to launch its energy
efficiency offerings
and grow the
business?
13. Advisory: focus on performancePage 12
Conserving costs, powering growth
Rebuild the service company operating model
How can an
acquisitive utility
implement a single
operating model to
optimize its
operations?
The challenge
Our client was looking to integrate its acquired and growing companies into a single operating model while
maintaining the entrepreneurial cultures vital to the company’s success. In May 2012, EY was engaged to
take a detailed look at the company’s general and administrative (G&A) services and develop options to
improve efficiency and effectiveness. The company wanted to know whether its G&A functions were cost
competitive, whether spend was targeted toward the right areas, and, most important, whether significant
savings at low risk and high speed-to-value were available.
What we did
We executed a fast-paced, independent review of the client’s corporate and business unit G&A functions to
provide an action plan for change. The client used a variety of legacy operating models in the G&A space, so
our first step was to aggressively data mine the functions to build out the necessary factual basis for the
assessment. We then conducted interviews and workshops with the principal departments to develop a
change blueprint across 10 functions. Leading practices were applied to clarify the opportunities.
Result
With visibility into the cost-reduction opportunities through well-executed integration and alignment,
leadership is positioned to create more value for its shareholders – and keep the entrepreneurial spirit going
strong. In addition to more than $50 million in operating expense savings, we also identified a longer-term
goal of adopting and executing on a shared operating model for the delivery of core G&A services across the
company.
14. Advisory: focus on performancePage 13
A new prescription for market success
Using commercial agility to gain market share
How can a US-
based health care
company align its
vision with patient
pathways and
outcomes?
The challenge
A US-based diversified health care company that provides solutions for the unmet needs of patients along
care pathways for pain management, pelvic health, urology, endocrinology and oncology was looking to
expand its traditional analysis and insight in target disease states and strategic options in the urology market.
It wanted to know where to focus its efforts to maximize outcome and revenues.
What we did
We worked with the client’s strategic marketing team to identify the journey a current or potential patient
goes through for target disease states as well as the direct and indirect stakeholders involved in the care
pathway. We then worked to detect the care pathway pain points and the unmet needs of disease
stakeholders. Working closely with the client, we identified products, services and solutions to address the
unmet needs and pain points, and we informed potential stakeholders and partnerships. Lastly, we evaluated
the economic and health outcome impacts of intervention and the new strategic portfolio alignment. We also
evaluated specific geographic areas based on a target set of environmental and key stakeholder elements to
reveal underlying market opportunities.
Result
In a rapidly changing health care landscape, we helped the client forge a path to sustainable growth. By
offering an independent point of view and providing an external perspective, we helped the client enhance the
way it thinks, transforming the way the company visualizes the value and the services it brings to the market.
We helped the client further its vision of providing a comprehensive solution for urology. The transformation
is visible on the company’s website, which frames the discussion about its offerings in terms of care pathways
and outcomes.
15. Advisory: focus on performancePage 14
Getting fit for the new health care environment
Employing a new clinical model to boost member engagement and reduce costs
How can a health
care company
transform its
operating model to
thrive in a new era
for the industry?
The challenge
A national integrated health and wellness company decided to implement a primary health coach model that
would consolidate all clinical member-facing activities after more than 10 years of outsourcing its disease
management program. Millions of dollars a year were being spent on online, worksite, community-based and
telephonic programs. Analytics indicated that the overall program’s effectiveness was suboptimal due to
redundant member outreach and lack of a comprehensive clinical view of each member.
What we did
EY was engaged to lead a project management team halfway into the initiative, giving us eight months to
complete a successful launch. A missed deadline would have resulted in client and member disruption as well
as sizable fees.
► A vendor application was chosen as the clinical platform to support wellness coaching, chronic condition
coaching and case management.
► New identification and stratification analytic capabilities were needed to target the most appropriate
members for interventions.
► More engaging online tools were needed to support a greater emphasis on wellness.
Result
By streamlining and accelerating design and implementation, the project management team met the
accelerated deadline, and the in-sourced primary health coach model achieved the aggressive administrative
cost reduction target. The company is now well positioned for success in delivering collaborative care
management through health insurance exchanges. The end result is a better working world for our client —
and its customers.
16. Advisory: focus on performancePage 15
Bringing patients into focus
Using analytics to create a 360-degree view
How can a health
care company
enhance its image
as a leader in
protecting personal
and private data?
The challenge
A not-for-profit health care organization with multiple hospitals and partner companies sought to strengthen
the security of two types of data that it uses and stores on a continuous basis: personally identifiable
information (PII) for each staff and its providers, including the person’s name, date of birth and social security
number; and protected health information (PHI) for each patient, including medical records and other health
data. The organization also hoped to assess, from a people, process and technology perspective, how much
risk it was facing throughout the life cycle of PHI and PII data.
What we did
EY provided wide-ranging support to help the organization uncover opportunities to bolster the security of
PHI and PII data:
► Documented the processes involved in the use of the data and used its proprietary PHI/PII maturity model
to assess levels of risk associated
► Performed a gap analysis of the health system’s PHI and PII data governance practices compared to leading
practices in the industry
► Prepared a future state model for PHI and PII data governance to empower the health system to comply
more easily with requirements
Result
The project has already helped the client reduce the risk of financial losses resulting from PHI data security
breaches and related negative publicity and enhance the organization’s public image as a leader in
safeguarding personal and private data. By helping increase patients’ trust and confidence in the client, we
helped create positive change.
17. Advisory: focus on performancePage 16
Finding the right way to build the mobile experience
Building a road map to the future of banking
How can a global
bank handle the
mobile onslaught
while maintaining
the trust and
confidence of its
customers?
The challenge
In a volatile mobile environment, our global banking client needed to balance the cost of maintaining Dodd-
Frank compliance with the need to invest in the customer experience. With projected 65% annual growth in
mobile banking, the bank needed to handle the massive volume increase without sacrificing service levels.
What we did
We provided a knowledgeable third-party perspective on the bank’s mobile strategy, the competitive
marketplace for mobile banking, and the opportunities to reinforce the brand while creating differentiation
from competition. We provided strategic analysis, tactical road maps, and points of view about services for
tablet users, speed-to-market, cost of ownership and the power of strategic architecture decisions. We also
made sure we had the right team in the right place, co-locating an entire team to the bank’s headquarters to
foster collaboration and serendipity, allowing chance encounters to evolve into new insights.
Result
Our client shifted its technology strategy to align with the recommendations in our report, a significant
undertaking given its size and use of legacy technologies. We provided a map to sustainable growth, with
every turn flagged. The client’s approach to mobile banking and its future with this strategically critical
practice have subsequently evolved dramatically.
20. Advisory: focus on performancePage 19
Recipient of five Association of Management
Consulting Firms awards over the past two years
Recognized for innovative client work for change management,
finance and risk management, and developing markets
We’re recognized as a market leader by
analysts and industry professionals
EY is a leader in
information security
consulting services
Forrester
Source: The Forrester Wave™, "Information Security Consulting
Services," Q1 2013, Forrester Research, Inc.
EY received the
IDC MarketScape
leader
in worldwide GRC
consulting services
Source: IDC MarketScape, "Worldwide Business Consulting
Services for Governance, Risk and Compliance 2013 Vendor
Analysis," doc #242352, August 2013.
Source: Gartner MarketScope for Global Risk Management Consulting Services, 20 August 2013
ID:G00246276
rating – strong positive – in Gartner’s
MarketScope for Global Risk
Management Consulting Services Report
highest possible
EY Terco was selected as
business advisor to the
Rio 2016 Olympic Games
23. Advisory: focus on performancePage 22
Thought leadership
The timely and topical pieces below are designed to help clients understand the big
industry issues and how those issues can impact business performance. We provide
valuable insights that will help you protect, optimize, grow and innovate.
The DNA of the CIO
Opening the door to the
C-suite
Aiming for the top
A guide for aspiring COOs and
their organizations
From cost center to
business provider
Changing the way you change the
IT function
Under cyber attack
EY’s Global Information
Security Survey 2013
24. Advisory: focus on performancePage 23
5 insights for executives
The future of
decision-making
Using driver analytics
to improve insights
and decisions
Bringing
patients into
focus
Using analytics to
create a 360-degree
view
The power of
collective intent
Collaborative care
networks can help health
care organizations thrive
in today’s challenging
landscape
Knowledge is
power
Using data analytics
to drive your growth
agenda
Use governance,
risk and compliance
technology to turn
risk into results
Improve your risk
management program and
financial performance
Are you getting
what you pay for?
Internal audit can add
value to your mergers
and acquisitions (M&A)
life cycle
Each issue of our 5 series answers five key questions that explore an important topic
of the day. Short, snappy and to the point, the 5 series provides analysis of today’s
issues for the C-suite executive.
Visit www.ey.com/5.
25. Advisory: focus on performancePage 24
IT Risk Insights
IT Risk Insights are designed to help clients understand how information technology
supports and contributes to major industry issues and how technology is a necessary
component of business performance.
Lessons from change
Key findings from EY’s
2012 Financial Services
Supplier Risk Management
Survey
Bring your own
device
Security and risk
considerations for your
mobile device program
Privacy trends 2013
The uphill climb continues;
megatrends that will play
increasingly large roles as
we enter a new era in
privacy protection
Protecting and
strengthening your
brand
Social media governance
and strategy
Matching Internal
Audit talent to
organizational needs
Key findings from the
Global Internal Audit
Survey 2013