New Professorship in Accounting

The School of Accountancy in the Jon M. Huntsman School of Business at Utah State University has formed a $1.5 million Bonnie B. and James H. Quigley/Deloitte Foundation Professorship in Accounting thanks to support provided by the Quigley’s, with added support from Deloitte, through the Deloitte Foundation.https://digitalcommons.usu.edu/huntsman_news/1242/thumbnail.jp

Changing the face of consulting: the women's initiative at Deloitte

Deloitte & Touche was hiring the best and brightest men and women, and proportionately losing 80 percent of the women before they reached partner level.Sex discrimination against women ; Women executives

Deloitte U.S. Strategic Analysis

Deloitte is a well-known public accounting firm that provides various services, such as audit, tax, and consulting. This analysis assesses the external forces affecting Deloitte utilizing a PESTEL analysis, the industry forces utilizing a Porter’s Five Forces analysis, the current strategy, competitive advantages, and the resources of capabilities of the firm. Based on the assessment, this paper gives strategic recommendations to remain the top of the accounting industry

Strategic Audit: Deloitte

The project’s goal is to analyze the current situation and problems faced by Deloitte, and give out recommendation, implementation plan, and contingency plan for Deloitte. The methods to do the project is to research online to get adequate information and make assumptions for the information I cannot gather. The results are: I find out that Deloitte is competitive as one of the big four accounting firms, but it is facing the problem of brand dilution and reputational contagion due to its fast expansion and acquisition; the partner firms are not linked or connected as they expected to be. So the recommendation would be better training the employees, and slowing down the steps of acquisition. By doing these, Deloitte might achieve a more coherent company culture as well as more consolidated business

Can Inclusion be Measured in a Quantitative Way, Just Qualitative, or a Combination?

[Excerpt] Deloitte’s 2017 Global Human Capital Trends study revealing that the number of executives who cited inclusion as a top priority rose 32% since 2014. For this study inclusion is defined as the degree to which an employee perceives that he or she is a valued member of the work group. It’s important to discern that inclusion is not autonomous from belonging, but that both are key elements in company initiatives. Belonging from the employee point of view is, “I can be authentic, I matter, and am essential to my team.” Workgroup diversity is a well-researched topic, but diversity is taken a step further with inclusion. Companies have are starting to reconsider their practices to measure it. Forbes names 2016 as the year of Diversity and Inclusion. Deloitte Australia research shows that inclusive teams outperform peers by 80% in team-based assessments. Deloitte also confirms that companies that embrace diversity and inclusion in all aspects of their business outperform their peers. However, companies acknowledge that, inclusion and belonging are complex constructs to define and measure. With increasing investments, measuring inclusion is vital to understanding if employees feel a sense of inclusion and belonging within their company

Characterization of the clients retention in the tlecommunications companies

The ability of a company to be able to do a precisely churn prediction, so it can act on it, is paramount. For this reason, Deloitte addressed me the challenge of characterizing the client’s retention in the telecom companies. To do so, it was created a comprehensive tool that enables Deloitte to evaluate the churn management maturity level of a telecom operator and highlight its strengths and weaknesses. The development of this matrix was based on a depth churn research, a market research based on 40 interviews and 2 focus group and the valuable feedback from Deloitte consultants

No Water, No Energy. No Energy, No Water.

Deloitte Center for Energy Solutions urges businesses to consider the consequences of upward trends in water and energy demand and be prepared with strategies for water stewardship. The report points out that in addition to risk management being a motivator, improved supply chain efficiencies, consumer perceptions, and profitability can result from comprehensive water strategies. Understanding that water is not a free good and considering the interdependence between various stakeholders are key to grasping the consequences of the water energy nexus and acting appropriately