Design Of An Analytics Institute
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The document proposes an operating model for Deloitte Analytics Institute with the following key elements: 1) Knowledge management - Developing a knowledge repository accessible globally for skills, tools, methodologies, solutions and case studies. 2) Thought and innovation - Encouraging creative and innovative thinking among employees and collaborating with academic institutions. 3) Targeted sales support - Proactively supporting client partners to identify and pursue sales opportunities. 4) Competition and vendors - Monitoring competitors and strengthening vendor partnerships to increase opportunities. 5) Communication - Establishing consistent communication formats and channels both internally and externally.
Design Of An Analytics Institute
- 1. Deloitte Analytics Institute Proposed Operating Model Note: The Navigation Arrows Of This Interactive Document Do Not Work In SlideShare. Research&Development Knowledge Management Targeted Sales Support Thought & Innovation Competition & Vendors Training & Education Communication Presented By Dr Sepe Sehati © ClickTell Consulting Deloitte Analytics Institute Operating Model_V1 DAI050111
- 2. Purpose: To collate and share: Knowledge including talent skills, tools, methodologies and solutions pertaining to analytics-based projects. Examples of both winning and losing proposals. Task: Design and development of a single data repository of knowledge (“Deloitte Knowledge”) ready for secure global access, replication and for use as a distance learning platform. Operating expenses: Software development, hosting, maintenance and administration. Operating revenue: Major productivity and revenue gains, IPR exploitation. Development time: 4 - 5 man-months for prototype. Home
- 3. 1/2 Purpose: To consistently provide our clients with innovative smart solutions beyond that offered by the competition. To become a formidable Thought Leader bringing more eminence to Deloitte. To establish and maintain an environment in which our people are encouraged and empowered to think creatively and innovate in a continuous and consistent manner. Effectively enabling each individual talent to be their own laboratory. Tasks: Develop problem solving based learning material and short courses (suitable for both online and classroom delivery) to encourage both “vertical” and “lateral” thinking. Develop an active programme of collaboration with top global academic institutions. Develop an innovation-driven culture by building an innovation stewardship programme encouraging the involvement of all employees in the idea submission process. Home Next Page
- 4. 2/2 On a monthly basis communicate short, inspiring and thought provoking messages by means of posters, elevator cards, screensavers and the DAI website. Design and development of an Innovation Management System called “Deloitte Ideas”. This could either be a stand alone environment, be linked to the employees Profile Page or be integrated into “Deloitte Knowledge” (see section on Knowledge Management). Operating expenses: Software development, hosting, maintenance, new course development and administration. Operating revenues: Increased/new revenue streams, new innovative products/services, IPR exploitation. Development time: Deloitte Ideas; 3-4 man-months for prototype. Home Previous Page
- 5. 1/2 Purpose: To provide a vehicle (“Deloitte Labs”) for exploiting concepts and ideas developed by the Thought & Innovation group. To exploit the apparent lack of awareness of our major competitors regarding the wealth of “hidden” knowledge available in other scientific fields ready for cross-pollination with business analytics. This strategy will take competing with analytics to a different level - ironically with minimum expenditure given that Deloitte will effectively stand on the shoulder of giants rather than creating new ones. Tasks: Set up online access to the archives of journals dealing with the relevant scientific fields (so far 23 journals have been identified). Set up a mechanism for digesting the scientific material and “pushing” the appropriate evidence-based material to the suitable analytics group. Finalise the minimum requirements and specifications for “Deloitte Labs”. Home Next Page
- 6. 2/2 Operating expenses: Hardware/Software, maintenance, Journal access and administration. Operating revenues: Increased/new revenue streams, new innovative products/services, IPR exploitation. Development time: Initially 4 man-months. Home Previous Page
- 7. Purpose: To provide our people with a training and education programme that enthuses and empowers them to: Support the sustainable growth of Deloitte Analytics. Consistently respond to the needs of our clients beyond their expectations. Tasks: Support the various Deloitte groups to develop and deliver their specific training programmes. Set up a certification and accreditation programme. Carry out a review to assess the need for additional training modules. Operating expenses: Course development, delivery and administration. Operating revenues: Certification and accreditation. Development time: Home On going.
- 8. 1/2 Purpose: To work hand in hand with Lead Client Service Partners (LCSPs) to proactively improve growth, revenue and profit. Tasks: Set up a programme of fully supporting LCSPs to plan, pursue, sell and deliver smart analytics solutions to clients. Together with LCSPs devise an analytics-based sales initiative to obtain a view of sales opportunities amongst Deloitte’s existing clients. Identify and target those clients offering a high probability towards purchasing Deloitte’s analytics services. Use the DAI facilities to offer an early client exposure to emerging trends and solutions – creating new sales opportunities prior to the launch of new services. Home Next Page
- 9. 2/2 Operating expenses: Mainly man-hours spent supporting LCSPs. Operating revenues: Increased growth, revenue and profit. Development time: On going. Home Previous Page
- 10. Purpose: Monitor our competitors’ activity. Identify and report on emerging ideas and approaches. Strengthen existing vendor partnerships and tactically develop new ones with the aim of increasing existing client opportunities and opening new ones. Tasks: Setup a methodical approach to regularly monitor competition activity. Share these findings with the Thought & Innovation and Research & Development Group together with LCSPs. Review existing vendor partnerships, exploit resell opportunities and develop reciprocal arrangements for showcasing demonstration kits to prospective clients. Operating expenses: Mainly man-hours. Operating revenues: Increased growth, revenue and profit. Development time: On going. Home
- 11. Purpose: To ensure DAI communications are consistent and are made in a simple, concise and effective way. Tasks: In conjunction with individual DAI groups establish an evidence- based rationale leading to the development of formats, styles and templates to use when communicating their news to a selection of different audiences. As required assist with proof reading and editing news items, documents, manuals and proposals targeting both internal and external audiences. Propose new communication channels such as the establishment of the online “Deloitte Journal of Analytics.” Operating expenses: Mainly man-hours. Operating revenues: Contributes towards the overall success of DAI. Development time: On going. Home