Deloitte Review

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Fri, 14 Jun 2013 16:06:49 +0530

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Smarter phones, smarter shoppers and strategies for a new consumer perspective

Mon, 13 Feb 2012 15:10:44 +0530

Never in the history of commerce has it been possible to acquire as much data or participate so extensively in the process of connecting with consumers. Consumer product companies that systematically fine-tune these connections as well as their marketing strategies can be well positioned with regard to creating mobile-enabled paths in sync with evolving consumer needs.

Sustainability 2.0: Using sustainability to drive business innovation and growth

Mon, 13 Feb 2012 15:09:44 +0530

Leading organizations are taking a hard look inside their operations and across their supply chains, assessing where they are, prioritizing initiatives, and then formulating a broad sustainability strategy to foster product and process innovation to achieve their goals. They are also adopting metrics that more accurately measure their progress and improve their image in the marketplace. Companies that achieve this vision have the opportunity to enhance revenue and brand value, engage effectively with key stakeholders, manage risk and reduce costs.

Integrated reporting: The new big picture

Mon, 13 Feb 2012 15:09:10 +0530

At first blush integrated reporting may sound like a topic solely for accountants, but according to the International Integrated Reporting Committee, it aims to incorporate everything from strategy to risk management, from financial reporting to the inclusion of other capitals (think societal and environmental impacts). Everyone in an organization is likely to be touched by integrated reporting.

Making the most of your marketing DNA

Mon, 13 Feb 2012 15:08:34 +0530

Most marketing organizations execute the same basic activities. But not all great marketing organizations make identical choices. Learn more in this Deloitte Review article by Simon McLain and Jonathan Copulsky.

Is your corporate footprint stuck in the mud?

Mon, 13 Feb 2012 15:07:42 +0530

Many organizations recognize that geography is a key driver of corporate performance. Yet many maintain ineffective and inefficient footprints that can hamper talent attraction and retention, increase operating costs, overexpose them to risk and depress shareholder value. Why do companies leave value on the table by suboptimizing their geographic deployment, and how can they better capture that benefit?

The talent paradox: Critical skills, recession and the illusion of plenitude

Mon, 13 Feb 2012 15:05:47 +0530

While there is a surplus of job seekers, some companies are facing shortages in critical areas where they most need to attract and keep highly skilled talent. In other words, high unemployment rates do not mean that the talent you need will be there when you need it.

Headwinds, tailwinds and the riddles of demographics

Mon, 13 Feb 2012 15:04:59 +0530

Demographics may be destiny, but they don’t have to be doomsday. An ounce of demographic foresight can yield insights as to where a company’s customers and its workforce will likely live. Knowing the future whereabouts of its workforce and its customer base can help a company decide where to establish factories, offices and headquarters. Multinational companies can use shifting populations to their advantage by allowing abundance in one location to offset scarcity in another.

To thine own self be true: Sustaining superior performance

Mon, 13 Feb 2012 15:03:53 +0530

When and how a company must change in order to sustain superior performance is an evergreen topic of the art and science of management. And like just about every other question of substance, actionable truth is often lost in a vast wasteland of vacuous aphorisms.

At the court of King Henry: A conversation with Henry Chesbrough

Mon, 13 Feb 2012 15:03:11 +0530

This Deloitte Review article discusses all things Open Innovation and the challenges of sustaining the Open Business.

The mobile elite: Meeting the growth challenge in the 4G era

Mon, 13 Feb 2012 15:02:13 +0530

Mobility is everywhere. But with this growing ubiquity comes a set of unique challenges for companies riding the wireless wave of opportunity. Throw the impending arrival of the broadband 4G era into the mix and uncertainty levels are set to spike as the scramble for competitive advantage reaches fever pitch.

A delicate balance: Organizational barriers to evidence-based management

Mon, 13 Feb 2012 14:59:16 +0530

Data analysis is only part of an "analytics" project; and ironically it often isn’t the hardest part. It is not uncommon for sophisticated technical work to end up on the cutting room floor - resulting in unrealized value - for reasons having more to do with human and organizational behavior than the finer points of data quality or statistical methodology.

Making sense of social data

Mon, 1 Aug 2011 21:45:25 +0530

We create data constantly, leaking information about our actions, whereabouts and characteristics. Increasingly these data are stored, analyzed and put to use to understand us and our behaviors at an extraordinarily granular level – and forcing executives to rethink how they understand, reach and even influence their customers.

Gold rush

Mon, 1 Aug 2011 21:44:59 +0530

With the press of a key or swipe of a card, personal information moves from the physical to the digital world, where ownership and the use of these data are not always well defined. How business leaders and citizens treat the ownership and use of this ocean of data will be discussed in boardrooms and courtrooms.

Growth's triple crown

Mon, 1 Aug 2011 21:44:31 +0530

When it comes to exceptional performance, the best companies don’t make trade-offs: They break them.

Mind the gap

Mon, 1 Aug 2011 21:44:04 +0530

There is a widening gap between the affluent and everyone else in the U.S. Trends suggest the affluent will be able to spend more while the rest of the population may be seriously constrained, with widespread leveraging of home values now a memory. What are the implications for companies that sell goods and services to consumers?

Ecosystems for innovation

Mon, 1 Aug 2011 21:43:36 +0530

The advent of new digital infrastructures is enabling small groups of individuals with small investments to make a big impact, challenging traditional models of innovation. Among the prominent figures in the innovation space is U.S. CTO Aneesh Chopra, who shares his views on the role of technology in enabling innovation.

Evolve or fail

Mon, 1 Aug 2011 21:42:54 +0530

With policies in place for technology governance, risk and compliance, many business leaders have assigned responsibility for security to IT, confident that their fiduciary and legal obligations are being met. But a compliance oriented approach to enterprise and IT risk may overlook many of the threats that matter most.

Government and the publicly accountable enterprise

Mon, 1 Aug 2011 21:42:06 +0530

An explosion of mobile communications and social media is empowering citizens to define the next age of intervention and set new standards for public accountability. The light of transparency has never been brighter, nor has the tolerance for misinformation ever been lower.

Brand resilience

Mon, 1 Aug 2011 21:41:17 +0530

With the continued ascent of social media and mobile technologies, brand sabotage incidents seem poised to increase. Building a great and resilient brand now requires playing aggressive defense, as well as offense. Building the capabilities to detect, respond to and recover from incidents of brand sabotage is emerging as a priority.

I'm OK, you're OK..

Mon, 1 Aug 2011 21:40:27 +0530

With the U.S. health care system undergoing massive change, some stakeholders are taking bold, innovative steps.

Moving targets

Mon, 1 Aug 2011 21:39:53 +0530

For life sciences companies, the 2010 Patient Protection and Affordable Care Act brings direct impacts. However, indirect impacts related to the changing nature of their relationships to other sectors and the choice and consumption of their products could be an even greater catalyst for transformation.

The innovator's manifesto

Mon, 1 Aug 2011 21:38:26 +0530

Disruption, as originally described by Clayton Christensen, is a theory of innovation of how particular types of new products and services achieve success or dominance in markets, often at the expense of incumbent providers. But is disruption just another theory, or does it promise predictability?

Tearing up the box

Mon, 1 Aug 2011 21:31:36 +0530

For emerging markets, the real value of innovation is its ability to create prosperity. Prosperity transcends economic growth to establish social stability, educational attainment and increased quality of life, resulting in a kind of virtuous cycle. This creates a foothold for further economic development.

Charging Ahead: Battery electric vehicles and the transformation of an industry