[ppt]deloitte consulting johnson case...

2013 UW Case ChallengeCase Challenge Kickoff

April 12, 2013

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About Deloitte

Copyright © 2012 Deloitte Development LLC. All rights reserved.4

Overview of Deloitte Consulting

Audit and Enterprise Risk Services (AERS) Consulting Financial Advisory

Services (FAS) Tax

Strategy & Operations

Human Capital Technology

While analysts are aligned to a specific service area, Deloitte Consulting engagements often utilize consultants from all three service areas working and collaborating together

Deloitte Consulting is in a “Category of One” in the market – we help our clients develop strategies and execute them successfully across three main service areas: Strategy & Operations, Human Capital, and Technology:


Strategy & Operations Human Capital Technology

Learning and development, cross-industry exposure, and eminence and practice development are common attributes across each of Deloitte’s service areas

Yes, we’re all management consultants, but we’re each aligned with a specific “service area.” Think about what area most interests you, and where you’ll be best positioned to make an impact.

What are the different types of Deloitte consultants?

Bring deep industry experience, rigorous analytical capabilities and a pragmatic mindset to our clients’ most complex business

problems

Adopt an intense industry focus and apply technology based

innovation to business challenges, while backed by

worldwide resources and deep strategic alliances

Align our client’s people issues with their business strategy

through industry expertise, HR service delivery, talent, culture,

change, leadership, and rewards strategies

Service Lines

Total Rewards

Actuarial Risk & Analytics

HR Transformation

Organization & Talent Oracle

Information Management

Technology Strategy & Architecture

SAP

Systems Integration

Emerging Solutions

M&A and Restructuring

Strategy

Business Model Transformation

Finance

Service Operations

General Management

Supply Chain and Manufacturing Operations


Imagine yourself as an S&O Business AnalystYou may be a good BA candidate if…

Proj

ects

Rol

es

Help senior executives develop and implement a

strategy to significantly improve the performance of

their company

Execute a multi-billion dollar merger and acquisition deal, combining the operations of two Fortune 500 companies

Streamline the supply chain of a global manufacturing company, helping them

achieve an aggressive margin target

Lead the development of a 40 page analysis of key

performance improvement recommendations

Create a financial model to track synergies in an M&A

integration

Interview client leaders and facilitate workshops to help identify principal cost inputs

Strategy M&A Supply Chain

BA Program Highlights: Rotational Program Externship GSAP

You seek the opportunity to develop and sharpen your analytical and business skills, focusing on Strategy, Finance, Operations, and M&A (or a mix of each)

You aim to tackle a diverse set of challenges, in different roles, industries and service lines Your career plans include attending a top business school You’re interested in early leadership opportunities - both industry/function and community oriented You seek a program with a strong, centralized structure

What our BAs have done and what you might do…


Imagine yourself as a Human Capital AnalystYou may be a good HCA candidate if…

Proj

ects

Rol

es

HR Org & Talent Total Rewards

HCA Program Highlights: Rotational Program HCADP Industry Reputation

You want to help our clients generate top and bottom-line value by focusing on the one asset that impacts every single organization – its people

You want a structured and comprehensive program that enhances your effectiveness and satisfaction as a new consultant

You seek to work in a closely knit community and build relationships with practitioners in Human Capital as well as other Deloitte areas

What our HCAs have done and what you might do…

Focus on maximizing the effectiveness of HR functions for a company experiencing

high turnover

Help an organization determine how to re-align

their workforce after a merger

Evaluate executive pay in a public company facing

external scrutiny

Define current policies, procedures and processes to

be used in online HR tool

Train clients to use a new business process or function

Perform statistical analysis for a payroll software implementation

New!


You may be a good BTA candidate if…Pr

ojec

tsR

oles

Tech Implementation SAP / Oracle Tech Architecture

BTA Program Highlights: Industry Focus Tech Alliances Long-term Projects

You would like to dive right in as a pivotal member of a technology service delivery team You want to help industry leading companies learn new technologies and transform their businesses You like having choices – including the option to enjoy a continuous career path within the firm or to

pursue a Masters or MBA along the way You enjoy building expertise in applications and tools that help businesses function, communicate,

and process information more effectively

What our BTAs have done and what you might do…

Design and implement transportation, sales order

and accounting modules for a global media company

Advise a Fortune 500 client on selecting, implementing, operating, and extracting

benefits from a new type of SAP or Oracle product

Help a leading financial services firm build and implement technology

applications that address key business challenges and

opportunities

Track deliverables and project budgeting, and facilitate

communications and meetings

Conduct a gap analysis on client’s business

requirements and map them to a specific system capability

Working with developers in India to streamline a client’s

management reports

Imagine yourself as a Business Technology Analyst

9 Deloitte PowerPoint timesaver – March 2011

Case Challenge Intro


Welcome to the 2013 UW Case Challenge

6th Annual Case Challenge

100+ students from across UW

20+ Deloitte practitioners

…An exciting opportunity to experience Deloitte

Multiple UW faculty members


Case Challenge Experience

Case Challenge

Working in a Team

Conducting Analysis and

Creating Insights

Communicating and Presenting

Recommendations

Collaborating with a group to share perspectives, find solutions, and

develop work product

Telling a logical, convincing story to inspire action

Navigating complexity and uncertainty to generate clear, meaningful insights


Meet the Engagement Partner…


The Case Challenge

Tools

Team ResearchCase Description Supporting Materials

Provides case context, background information, and the description of the ask

Selected email correspondence and Deloitte research reports to provide additional context and inform preliminary hypotheses

Articles, reports, and other publicly available information that can be used to generate and support recommendations (please remember to provide sources)

The Situation

Deloitte is approached by the leadership of the Bertelli Foundation – a non-profit organization, well known for its efforts in making healthcare services accessible to vulnerable populations. Our team is asked to help the Foundation define its strategy for entering the education space

The ChallengeAnalyze the US and/or international education market, evaluate various opportunities, and make recommendations on where the Foundation should focus its efforts, considering current resources and capabilities

Note: The case requires external research on the US and/or international education industry. Any publicly available information from a reputable source is acceptable to use in the case


The Case Challenge ResponsePrepare a 15-minute presentation (up to 10 slides) that communicates the following:

Education Market Assessment

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Market Entry Recommendation

2

Enabling Technology

3

Implementation Roadmap

4

Analysis of the market needs and existing players, definition, and evaluation of entry opportunities

Description of the recommended opportunity and a rationale for its selection, considering organizational capabilities and resources of the Bertelli Foundation

Technology infrastructure and tools that can support the market entry and drive the success of the new program, considering resource constraints of the Foundation

Major steps that Bertelli Foundation should take to roll out the new program, as well as the organizational change management approach required for implementation


Case Challenge Best Practices


The 3 pillars of great case presentations

Effective Storytelling

Visualizing Information

Addressing the 6W’s

Pillar 1 Pillar 2 Pillar 3

Storytelling is the craft of engaging your audience, holding its attention, and communicating your message efficiently and effectively

To communicate your ideas and data effectively, you first must articulate the conclusions you want your audience to adopt

A deck should address critical information and should mimic journalisms 6W method of conveying critical elements of the story


Effective Storytelling

Consumer Sales will Drive The Market in 2014

April 2013

Deloitte Consulting LLP

Competitor A is growing Competitor B has identified a

strategy Competitor C has not looked at

this segment

Consumer sales are growing in your industry

• Increase online sales capabilities

• Re-direct B-to-B sales force to consumer segment

• Incent sales team to grow segment business

Sales force re-alignment is the most cost-effective path to change

You must harness consumer sales to compete

An “opinion, fact, and conclusion” approach should be used when the audience is a single, senior executive (e.g., a discussion document for a CEO)

Storytelling fundamentals are essential to the messages we convey to our clients.


Make sure that your deck does the following:

– Keeps it simple

– Tells a story

– Proposes a solution


Visualizing Information

VS


To communicate your ideas and data effectively, you first must articulate the conclusions you want your audience to adopt.

Picking the right tool

Highlighting what’s important

Keeping it simple

VS

VS

A B C0%

20%

40%

60%

80% A

BC

Which chart better illustrates the relationship?

How can you use color to emphasize

your message?

What information is extraneous or duplicative?


Addressing the 6 W’s

Who

What

When

Where

Why

How

Determine the needs and goals of your audience; who are you speaking to?

Define the message of the presentation; what do you want your audience to remember?

Provide context for your presentation; why is this important now?

Consider how your presentation will be read or reviewed

Tell the reader why your content is important to them

Tell your reader how you have arrived at your conclusions

A deck should address critical information and should mimic journalisms 6W method of conveying critical elements of the story.



The elements of a strong slide

- 5 -

.

A Resource Management strategy is one that will enable resources to be allocated efficiently and increase productivity for the company

Identifying common technology roles within the enterprise

Classifying strategic versus tactical roles, and identifying the critical skills required for each

Defining the target ratios of employees to consultants by role

Addressing location considerations for each role

Optimizing the mix of in-house, near-shore and offshore capabilities and capacities

Aligning career/training paths with resource strategy

What are the core competencies we need in our IT organizations?

How do we avoid the hire/fire cycles?

How do we build future IT leaders organically? What roles/experiences grow future leaders?

How do we deploy our resources optimally, while retaining closeness to business?

How do we ensure mobility of technology resources?

How do we retain organizational knowledge?

Where should we locate our resources to cost-effectively meet global demands?

Major ComponentsKey Questions Addressed















ObjectiveObjective

The objective is to define and implement ways of managing staff that are adaptable in a complex, changing environment. The outcome of this approach is a strategy supported by a set of enhanced processes and tools that will enable the organization to better anticipate and adapt to resource demand fluctuation

Deloitte has developed a comprehensive approach for developing a Resource Management strategy

- 5 -

Key questions and major components need to be considered to implement a Resource Management strategy.






























ObjectiveObjective


Deloitte has developed a comprehensive approach for developing aResource Management strategy

- 5 -- 5 -

































ObjectiveObjective


Deloitte has developed a comprehensive approach for developing aResource Management strategy

Any supplements to the text should support and be additive to the overarching story

The storybox should frame the content and hold the reader’s attention as he or she progresses through the story

The strapline should pull the reader in by synthesizing the underlying story

Headlines should grab the reader’s attention and compel further reading

The PowerPoint decks we create are a common storytelling medium. A slide is simply a canvas for each piece of the story you want to tell.

The kicker box should highlight the conclusion from the information above

NOTE: Not every slide must fit this layout. Use these elements where appropriate / at your discretion.


Parting thoughts…

There is a lot of data available, and you can spend your entire time parsing through data until you find the “perfect” set of facts. Allow the data to guide you, but at some point you’ll need to take a stance and build your own point of view.

Don’t let the data overwhelm

you

Understand your audience

Have fun! This is a chance to put your experience and your core knowledge to work. Enjoy the challenge and let your passion drive you.

As you walk through the many directions of the case, it’s easy to lose sight of what your client has asked of you. Make sure you take time to step back and re-direct your team’s focus on the core question at hand.

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Logistics and Evaluation Criteria


Final Event: M

ay 4

15 min presentation10 min Q&A

Panel of judges, including Deloitte practitioners Content (40%)

Format (15%)

Delivery (30%)

Q&A Responses

(15%)

Presentation Materials

Deloitte selection committee

Format 30%

Content (70%)

15 min presentation5 min Q&A

Panel of judges, including Deloitte practitioners and UW faculty

Evaluation Process

Round 1:

28 teams

Semifinalist Round:

9 teams

Finalist Round:

3 teams

Winner

Deliverables Judges Evaluation Criteria


Captures the audience’s attention and makes points memorable Examines issues from multiple angles Appropriate and persuasive analysis Authoritative evidence to support and enhance key ideas

Evaluation Criteria

Content

Format

Delivery

Q&A Responses

Logical sequence Clear, thematic key message throughout the deliverable Text and visuals on the slide together develop and nuance a single key idea Balanced, uncluttered layout that does not distract from the important

messages

Enthusiastic, confident, and professional tone Knowledge of deliverable content and key recommendations Smooth transitions Great executive presence

Clear, concise, and confident answers Appropriate back-up data to support answers Demonstrated respect for team membersS

emifi

nalis

t/Fin

alis

t rou

nds

only


The Grand Prize…


Logistics for the Week

Fri 4/12 Sat 4/13 Sun 4/14 Mon 4/15 Tues 4/16 Wed 4/17 Thurs 4/18 Fri 4/19

Wed 4/17 5:00PMDeadline to submit case

recommendations to [email protected]

Friday 4/12 3:00 PMKick-off Event

Key Deadlines

Thurs 4/18 5:00PM Semifinalist teams selected and notified

Final Event (Paccar Hall)*9:00AM – Semifinalist Presentations11:30PM – Lunch1:30PM – Finalist Presentations3:00PM – Winner Announced

* Additional logistics details will be distributed to semifinalist teams on Thursday 4/18

= Participants prepare case response

= Deadline

= Event / communication

Sunday 4/14 10:00 PMDeadline for teams to submit

questions to [email protected]

Monday 4/15 8:00 PMAnswers to teams’ questions about the Case Challenge are posted on the websitewww.2013uwcc.com

mailto:[email protected]



A Few Rules of the Road…Participants are not allowed to solicit or accept any input, guidance, research, or advice from anyone not on their team. This includes professors, Deloitte alumni, industry analysts or experts, employees of the subject companies, faculty, staff, other students or school alumni.

Teams may use any/all publicly available information including any databases accessed through the school library. Teams may also consult industry and analyst reports, trade magazines, and other publications beyond those provided in the data pack. All sources used as a part of the team’s analysis must be properly cited.

Teams must use the PowerPoint template included on the website to create their presentations and submit the presentation as PPT or PDF files.

Please limit your presentation to 10 slides, not including the title and appendix slides

All presentation materials must be submitted via email to [email protected] by 5:00pm PDT on Wednesday, April 17. Teams failing to submit their materials by the designated time will be disqualified from the competition.

Please title the subject of the email 2013 UW Case Competition – “Team Name”. Please use the naming convention “TeamName_CaseSolution.pptx” for your recommendations file. Also, Team member names should be clearly indicated on the cover page of the presentation.

Presentations cannot be altered in any way after their submission.

All team members must be present for their team’s presentation. Every team member must deliver a part of the team presentation. Each team will decide how to allocate the different parts of its presentation to team members.

The dress code for both the Semifinalist and Finalist Round presentations is business formal.

The computer-projection technology available at the venues will be used for team presentations. In case of technology failure, however, teams must be ready to present using their printed slides. Please have at least 4 printed copies on hand for your presentation.

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Questions?

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