About me,James Sanders, Product Manager, Deloitte Touche TohmatsuStarted at the firm after graduating from a Bachelor of Business (Entrepreneurship) and the Deloitte Fastrack Program version 1I manage a portfolio of products at Deloitte focused on online delivery of education in the areas of: Leadership Innovation Marketing Sustainabilitye: jamsandersdeloitte.com.au t: jamesforpm,2,About Deloitte,Deloitte Australia $800m + revenue in 2010 5,400 staff members with 400+ Partners Key areas of business: Audit Tax Consulting (S&O, EIM, Online, HC) Risk Services/Forensic Deloitte Private Deloitte Globally Largest on the planet Heavy focus on audit $28b + revenue in 2010 170 countries 180,000 employees,3,About Deloitte,Our business model:We sell time. Weve sold time for 100 years. Were good at it.,A brief history of Deloitte,Why innovation BECAUSE INNOVATION DRIVES SUSTAINABLE GROWTH THE 3 HORIZON MODEL,SHAREHOLDER RETURN,Breakthrough innovation DYNAMIC GROWTH,Operational Plan,Strategic Plan,Sustaining innovation HISTORICAL GROWTH,Failure to grow,HORIZON 3 The Business the Day After Tomorrow New businesses, products, services & markets beyond the core,HORIZON 2 The Business of Tomorrow New products, services & business models to extend the core business,HORIZON 1 The Business of Today Process optimisation, product & service extensions within the core business,The business of today must evolve and grow to become the business of tomorrow Sustaining (incremental) innovation allows the business of tomorrow to maintain relative position Breakthrough (radical) innovation gives sustainable competitive advantage Strategy, systems and process can build capability for both types of innovation,Our innovation process,Trends in the marketplace,Our problems are our opportunities,Weve got some problemsDeloitte is in a highly competitive industry with competitors with little differentiation other than price which reduces margins significantly Low barriers to entry staff leave Deloitte and take their/our IP to form spin off firms that are more nimble than Deloitte Competition from off-shore firms for body-shopping work The firm already boasts most of the top 100 businesses in Australia as clients so to grow we need to either grow these accounts (go back to the well) or open new markets (or both) Traditionally our services are so expensive that only the top end of town can afford our services and we cant go into lower ends of the market profitably There is a war for talent which means the best are getting more expensive and less available More and more of our innovations are technology focused Were seeing the entry of low cost, do it yourself accounting platforms like Xero (check it out) Our business model effectively does not scale. We cant make money while we sleep.,8,Our problems are our opportunities,So Deloitte needs toFind a way to tap into alternative sources of revenue. Grow market share in new and adjacent business services Find ways to provide broad, complete service offering across the business life cycle Enter new markets that could not usually afford the quality of Deloittes Intellectual propertyDeloittes strengths:Customer relationships Brand in the business community Size and scale Negotiating power Ability to partner (and acquire) Leadership and ability to try innovative business model Media management,9,The objective,Deliver our IP online,Deloitte believes that online delivery of services could be a way to capitalise on these opportunities.Your objective is to tell Deloitte:How can Deloitte Australia become recognised as the global leader in delivering professional services online?,11,The possibilities,How to win this thing,Deloitte asks you to recommend how the Firm can achieve its objective with the key considerations in mind. Team recommendations should come in the form of a proposal for investment from the Deloitte Australia Executive.The best recommendations will include an understanding of Deloittes: Business model and culture The trends that drives Deloitte and its clients A vision for online delivery of professional servicesYour recommendations may address some of the following questions: a. What products or services should Deloitte offer online? b. How would Deloitte market its online offering and products - what would its branding/go to market strategy be? c. Personas of the likely businesses and individuals that would be clients of Deloittes online products and services? d. What would Deloittes online website/presence offer? e. Would Deloitte have a physical shop like the Microsoft or Apple stores? f. How should Deloitte structure this part of the firm in terms of staff and leadership individual BU or integrated? g. How would this part of the business report to Deloittes executive - how would it be measured?,13,Whats the catch?,Key consideration #1,As a provider of audit engagements Deloitte must be an independent advisor to audit clients and has strict regulations on which organisations and individuals it may provide advisory and online services to. For more information see: http:/en.wikipedia.org/wiki/Auditor_independence,