Deloitte Consulting Case Studies Uk

Deloitte Consulting Case Studies Uk-57
To illustrate the process in action, two company case studies were presented by Ken Kunkleman, a director in Deloitte Consulting LLP’s Human Capital Organization and Talent practice, and Nathan Sloan, a senior manager in the Human Capital practice at Deloitte Consulting LLP.Case Study One: Expanding for a Larger Global Presence The first case study involved a 100 telecom company that was transforming into a global technology company as a result of significant international expansion.Meanwhile the industry was consolidating, customer expectations were changing and cost pressures were increasing.

To illustrate the process in action, two company case studies were presented by Ken Kunkleman, a director in Deloitte Consulting LLP’s Human Capital Organization and Talent practice, and Nathan Sloan, a senior manager in the Human Capital practice at Deloitte Consulting LLP.

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In addition, a learning curriculum was developed for the various levels of the organization—a broader curriculum for junior levels and a more tailored curriculum for more experienced professionals as well as for top talent.

Finally, an effort was made to identify high-performing individuals and create internal development programs.

The company’s finance function was looking to become a full partner with the business to add strategic value across the board.

Technology, systems and processes were transforming, and the plan was to change the finance function’s staffing profile.

DTTL and each of its member firms are legally separate and independent entities.

DTTL (also referred to as "Deloitte Global") does not provide services to clients.

“By organizing activities and orientation in groups, employees really began to build a sense of community and strengthened their business networks,” adds Mr. Next, it was important to focus on building technical and management skills, so formal programs were established.

The mix of the delivery methods, including in-person and online, permitted the participants to spend more time on special projects.

The talent assessment subsequently led the company to acquire the talent needed to fill gaps that could not be addressed by existing talent and undertake succession planning.

The competency model and assessment of employees against that model formed the building blocks for the overarching talent strategy.

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