CONSULTING, GPS & OPs Flashcards
What is our 10 Shifts Consulting Strategy
Broken into 5 Foundational & 5 Transformative Shifts. Defines our culture by setting ambitions (North Stars), establishing principles (Consulting Commitments), and aligning our behaviors / choices (Everyday Equations). It’s a is a portfolio of choices and actions we’ve made and taken, to address key trends in the market.
What are our Consulting North Starts
These are our aspirations. We will be the most influential and responsible Consultancy
We will deliver on our commitments, and our earnings will reflect the sustainable value that we create
We will consistently deliver the #1 talent experience for all of our people
- What are the Consulting Everyday Equations?
They are simple logic rules that drive our behaviors
a. How We Spend Our Time
Ex. Time in the market > Time talking about the market
Working from home ≠ always working
b. How We Treat One Another
Ex. Our people’s well being > Deloitte’s well being
Horseshoes > Circles
Deliberate D&I > “It will happen naturally” D&I
c. How We Run the Business
Ex. Deloitte success > Deloitte Consulting US success > “my” organization’s success
“Thrill of Delivery” = “Thrill of Winning” Assets & delivery standardization =
Higher quality, better outcomes, higher earnings
- What are our Consulting Commitments?
These are 12 principles that we live by.
Ex. 1: I am embraced for my authentic self, and feel accepted/safe – Kam & his hair
Ex. 2: I see my contributions are recognized and successes are celebrated – within BoTT, we have an initiative to recognize our junior practitioners on every all hands for delivery excellence, market pursuit support and firm initiatives.
What are our Consulting Foundational Shifts?
These are shifts that are well under-way, focus on operationalizing. They include changes to our: Operating Model, Tech Savy, Advantaged Client Portfolio, Scaled & Prioritzed Sectors & Trusted Advisors.
What are our Transformative Shifts:
These are shifts that are accelerating in importance, require disproportionate attention. They include: AIO, Innovative Talent, Earnings Centricity, NexGen Offerings & Global Platforms.
How does the Global Strategy influence my business?
The Global Consulting Platform and the Move initiative is spearheading the effort for us to move and evolve to be the undisputed leader in consulting, globally and in all major markets. It’s driven by a focus on our Shared Strategic Agenda. If focuses on: Markets - Maintaining an unwavering focus on winning and delivering emblematic work at important clients. Differentiation: Defining a clear, distinct, and valuable position to our clients, alliances, and people. And Firm Success: Taking an active and collaborative role in the success of the broader Firm. If does this through client investments, alliances & assets, COVID offerings and targeted development of things like Cloud, SAP and SaaS.
What is the CARES Act and how have you been able to support our clients through t?
otherwise known as Phase III of the COVID-19 Federal response, passed the House and was signed by the President on Friday. As was the case last week, the COVID-19 Stimulus Taskforce has completed a preliminary analysis of the legislative actions included in this bill (attached). The CARES Act provides $2 trillion of stimulus to individuals, businesses, and hospitals and other impacted industries in response to the economic distress caused by the pandemic and supplemental appropriations to Federal, State and local agencies impacted by the same. I was able to facilitate bringing our salesforce tracker born out of our CBP account to ICE. Help the agency develop data visualizations using tableau to see the impact across the agency, work through the workforce risk posture and realignment to maintain operations. More project specific, I was able to support a fee funded program within ice to take advantage of the supplemental appropriations through the cares act to introduce RPA automation and partnered with our RELS practice to help them to move towards a sustained virtual workforce environment.
What is your POV on how to safely bring our people back to work while preserving trust in leaders?
o Virtual-first approach has been the right approach and I’m optimistic about recent vaccine developments and return to normalcy sometime in 2021.
o There needs to be a flexible approach to our return to work
Federal, State, Local and Higher-ed restrictions will vary so our clients, offices and travel to clients and offices will have to be tailored.
Aside from the differing geographical guidance there will be disparity among our clients. I saw this as we were shutting down with my clients at ICE where some moved to virtual far in advance of the office agency guidance and some we had to proactively take a stance with based on our staff comfort level and firm guidance to transition to virtual before the agency guidance.
Tailor based on the project team and the individual because those are unique in and of itself based on preexisting conditions, elderly/childcare or general comfort-level.
We also need to keep in mind that some of our practitioners want to get back into the office and to the client site, and we need to provide options for them as well. The logistics of arrival times alone to limit the morning rush at the Rosslyn office elevator bank needs to be scheduled, we need to stagger on-site teams to reduce capacity to 25% at any given moment and provide PPE for our practitioners.
o The important part is to continue to put the safety and well-being of our people first and foremost.
• What impact/value have you delivered for our clients?
led the team that delivered the first instance of unattended bots through RPA across the entire Department of Homeland security. In doing so, we’ve eliminated thousands of hours of formerly manual processing for the Office of Financial management for things like… but we’ve also built the blueprint that the agency’s OCIO is using to develop a 10s of millions of dollar Automation contract that we’re well positioned for and our work is being leveraged to scale RPA across the entire department where our clients are building our brand across other agencies.
How do you lead your teams?
- I lead by example and by bringing my authentic self to work. That has resonated with my teams and junior practitioners. It’s also important to lead with heart. To be empathetic and understand that we need to support each other not just at work but understand that we all have lives outside of work. Lastly, I’d say that we must define our own tailored success plan. That’s personal and ideally aligns to what success looks like at work as well as what success looks like outside of work. That’s balancing well-being, being there for your significant other, friends and children, and being happy with the work that you do, the clients that you serve and the leaders that you support. All of that goes into how I lead my teams and how I would lead as a Principal in our firm.
How do you demonstrate agility?
- I stay abreast of department/agency strategic plans, engage continually with my clients and prospective clients, and stay current on industry news so that I can address my market needs in an agile way. I also marry those insights with GPS Strategic Growth Offerings and Enterprise Performance go to market campaigns, and apply futures thinking to more strategically and imaginatively assess long-term opportunities. This has resulted in an evolving approach and plan to drive growth in my markets.
Ex. Countered a request to reduce team size by up to 70% at the Student & Exchange Program (SEVP) due to COVID travel restrictions, by modifying the team and automating with RPA and NLP to more efficiently meet mission needs.
Ex. Partnered with the Real Estate Location Strategy (RELS) Market Offering within F&EP in light of the pandemic, to present a sustained virtual-first hybrid workforce that’s being pursued within Enterprise Performance.
• What is the risk of moving your brand across the firm?
- My brand is transferrable. While I focus primarily in the DHS and BTI space, I lead the Market Offering that looks at work broadly across GPS and there’s also a high demand for my brand outside of the DHS space. As an example, I’ve gotten called on to support DoJ at US Marshalls, Treasure, NASA with…. The risk would be minimal because much of it would be adjusting to the new client space but I have done that for much of my career with success. It’s a matter of understanding the market, their spend and forecasted pipeline of opportunities, marrying that up with the firm’s capabilities that align to my brand, then landing and expanding into that space. I’ve taken this same approach in new markets within the DS&J sector and within Federal Health and the Civilian space in the past. Based on my Market Offering market analysis, the market exists and my brand is transferrable with minor adjustments to the client environment.
