Crunchy questions for sticky issues – Using analytics to outsmart competitors

A new book from Deloitte cuts to the core of analytics excellence.

Are you prepared to see analytics in all its grubby, geeky, potentially revolutionary glory? It all starts with asking crunchy questions to tackle your most sticky business issues — and ends with getting answers you can trust.

Many business leaders already know the inherent value of analytics insights for improving operations and driving smarter decisions. But amid all that potential, companies continue struggling to build truly fact-based cultures. They talk a good game, but when you look deep inside their organizations, there’s not much under the hood.

The benefits of analytics seem clear, and many executives can rattle off a list of potential gains. Cost isn’t the issue. The best analytics investments are self-funding. And there’s no lack of affordable technology. So what’s missing?

Learn more about the practical steps to jump-start business analytics efforts that deliver uncommon insights and breakout value in our new book, Crunchy questions for sticky issues: Using analytics to outsmart competitors.

Download the book . . . Crunchy questions for sticky issues

Do you have any questions? Contact Ashleigh Theophanides at Deloitte South Africa at atheophanides@deloitte.co.za

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Filed under: Executive Leadership, Information Technology, analytics, benefits, business analytics, business issues, Deloitte, improving operations, leadership, management, technology, value

How to use “Enterprise Transformation” to unlock exceptional value from your people

This paper, written by Stefan Schmikal of Deloitte Consulting, discusses the use Enterprise Transformation to enable an organisation to better understand itself and unlock exceptional value in its people. If you have any questions, contact Stefan at sschmikal@deloitte.co.za.

Enterprise Transformation – Transcending Traditional Organisation Design

Changing any part of an organisation, no matter how small, stands to have a profound impact on how people work and interact with each other- even if they are not directly affected by the change itself. Effective Enterprise Transformation can unleash a tremendous amount of latent ”people potential‟. At the same time, such initiatives are invariably stressful and emotionally taxing to those involved and affected.

In order to be successful, the ”traditional‟ Organisation Design and Change Management efforts need to work in concert, in the context of Strategic Clarity to guide the way. All organisations are unique, so each Enterprise Transformation initiative must be contextualised in the organisation’s history that has led up to this point.

Understanding the subtle nuances that personify an organisation is also critical, as it is these nuances which will influence the Enterprise Transformation process going forward. Rather than the rigid application of generic methods and templates, the Enterprise Transformation facilitator’s role is to act as a guide down a path less travelled- while taking cognisance of the journey to date.

Enterprise Transforming is all about facilitating a logical thought process, by asking the right questions and guiding key decisions around the organisation’s future.

Read the full article . . . .  How to use Enterprise Transformation to unlock value

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Filed under: Executive Leadership, Talent & Human Capital, change, change management, Deloitte, organisational design, people potential, transformation, value

Deloitte Risk Advisory talks about how to use combined assurance to extract real value

This article, written by Mimi le Roux and Carla Clamp of Deloitte Risk Advisory, discusses the use of combined assurance to extract real value from the information your organisation pays so much to gather. If you have any questions or require additional information, contact Mimi at mleroux@deloitte.co.za or Carla at cclamp@deloitte.co.za.

Combined assurance – Taking organisations to the next level of maturity

Simply put, assurance providers are the internal and external people who tell managers what is on track and what is not within the company. They provide managers with information about the risks (hazards and opportunities) that have been identified within an organisation. They provide information about the measures that have been put in place to prevent hazards from occurring and reduce their negative impact if they do.

Further, they report on opportunities, particularly those in line with the company’s strategic objectives, and the steps that have been taken to encourage these positive events. Both functions are vital to an organisation’s health, heading off dangers and controlling damage while also eliminating the risk of not achieving strategic objectives.

However, assurance providers create a mass of reports, generating so much information that much of its value is lost as managers battle to account for it in their decision making processes; while duplication and overlaps reported from several perspectives often skews the view.

Read the full article . . . .  Combined assurance – Taking organisations to the next level of maturity

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Filed under: Executive Leadership, Finance, Information Technology, Risk Management, Talent & Human Capital, combined assurance, Deloitte, hazards, opportunities, risks, strategic objectives, value