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The Executive Institute C-suite impact that matters The Deloitte Executive Institute | C-suite impact that matters The Deloitte Executive Institute | Foreward

% The Deloitte Executive Institute 4of all executive transitions fail in the first 18 months

Developing the leaders of tomorrow Launched in 2001, the Deloitte Transition Lab is specifically designed to support leaders at the most challenging and critical times in their career.

Whether you are stepping up to the executive role for the first time or are a seasoned executive, a structured plan is critical to success. The Deloitte Transition Labs are designed and equally effective for: Executive Institute •• First time executives; is designed to make

•• Experienced executives moving industry or organisation; and sure that executives fall into the other •• Executives looking to refresh their priorities and plan objectives in their current role, e.g. following a change in or a 60% change in organisational .

02 1 The Deloitte Executive Institute | Lab Overview The Deloitte Executive Institute | Our Research

An executive’s currency Effective transitions Time, talent & relationships Targeted research underpins the lab design

“Unfortunately, I trusted Deloitte’s Executive Institute offers unique Executive progress reports on key Transition Labs based on Deloitte’s extensive research initiatives at face value, only “The shelf life of an on CxO transitions, which found that the three critical TIME: TALENT: to find out there was far less executive is very “Too often, the resources a transitioning executive must manage are Crushing demands will be Great talent not only makes progress than people on my short these days” urgent crowds out their time, talent and relationships. made on your time and you you look good but helps you team presented” must treat it as your most make the most of your time. the important” The transition lab builds on this research to help valuable asset. What are your Often, a CxO’s biggest priorities, where do you want regret is not moving fast executives create a tangible 180 day work plan to: to spend your time, and how enough on their talent •• Define and communicate their specific priorities will you enforce that? challenges and “It's important to opportunities. make time to have •• Assess and develop a talent strategy “My biggest surprise was conversations with how many new relationships •• Understand and influence specific stakeholders your key I had to form and maintain. stakeholders on •• Frame tangible actions to execute priorities I underestimated how much what they really RELATIONSHIPS: time and effort that would need from you” CxOs who don’t make time to require” cultivate critical relationships, “I put trust later may find those people in someone become stumbling blocks. I should not Who are your important “You have to take some people have; so trust stakeholders, and how will “I wish I had out fast, and make at least a few you communicate with them? but verify” communicated my key changes in the first three to six messages earlier and months. You need to make sure more consistently” it’s your team, and that your people are aligned with you”

2 3 The Deloitte Executive Institute | Maximising Impact The Deloitte Executive Institute | Maximising Impact

Combining leadership and business strategy to maximise impact

Executive As A Leader Business & Strategy

• Clarifying the role • Defining a clear strategy and agenda • Defining the mandate - what only the executive can do • Crystallising opportunities for maximum return on effort • Understanding personal leadership style • Designing an executive plan

• Maximising the personal success of the CxO as they transition into their new role or create an inflection point for the organisation • Equipping the CxO to prioritise those items that will put the organisation or department on a winning trajectory

4 5 The Deloitte Executive Institute | The Institute Taxonomy The Deloitte Executive Institute | Delivery Model

Deloitte Executive Institute Delivery model

An established solution for the full C-Suite Bringing the depth and breadth of Deloitte

Faculty Dean Industry Expertise Executive Leadership Dean • Faculty Dean for each CxO • Deep industry expertise and • Established leadership Deloitte Executive Institute faculty specialists to leverage as part programme -- Experienced and accredited of the experience • Executive success profiling Deloitte leader specialising in • Industry experts bringing each of the faculties valuable industry insights -- Functional and Strategy leaders

Technology

Deloitte Lead Client CIO CFO CEO CPO COO Partner University Partnerships CTO (Tax) CRO (Risk) CHRO (HR) • Bringing informed insight • Accessing specialised CMO (Marketing) through in-depth knowledge subject matter experts CAE ( Executive) University Partnerships of the client organisation • Selected knowledge partners, e.g. Singularity University, GIBS

Existing and Proven Methodology • An established methodology • Leveraging Deloitte’s expertise and industry knowledge to support and lab approach the CxO in making the intended impact in their organisation • Customised based on the • Driving results through specialised and dedicated faculties CxO's team, relationships and current challenges and • Supporting the C-suite across the African continent aspirations

6 7 The Deloitte Executive Institute | Delivery Model The Deloitte Executive Institute | Faculty Leaders

Faculty leaders

Each Faculty comprises of:

•• Faculty Dean who is a functional expert

•• Accredited Facilitators

•• Purpose built executive panels based on extensive research conducted for each functional area

•• Accredited Lab Managers

•• Specifically designed venues to maximise the value of the experience

Thiru Pillay Institute Dean

Thiru is the Managing Director of the Consulting business of Deloitte in Southern Africa. As a consulting professional, he has led and advised a wide range of projects including large transformation programmes, strategy development and implementation initiatives, technology implementations, and various business improvement projects. He has specialised skills in Business Strategy, Merger Integration and Organisation Transformation and has worked with clients across industries and functional areas.

8 9 The Deloitte Executive Institute | Faculty Leaders The Deloitte Executive Institute | Faculty Leaders

Carryn Tennent Andrew Lane Neville Hounsom Annelies Dieusaert CFO Faculty Dean CEO Faculty Dean CMO Faculty Dean CTO Faculty Dean

Carryn is the Finance Transformation Leader for our Andrew is a Partner in the Strategy Neville Hounsom is a Director in our Strategy & Innovation Annelies is a Director in Tax Consulting and Africa business. She is a leading specialist in defining business. He specialises in operational improvement, practice with 18 years of management consulting has over 15 years of experience in the tax, finance and and executing Finance strategy to solve complex operational turnarounds, performance improvement, experience. Neville specialises in large scale change/ technology space. Her focus is on optimising tax processes business issues with over 15 years’ experience and strategy development for private, listed and transformation, performance improvement and strategy through technology. Having lead global projects in countries in delivering large cross-functional, business- parastatal companies. His strategy expertise spans projects. His expertise is complimented by his extensive such as the UK, Russia, Switzerland and Belgium, she has critical Finance Transformation and Enterprise portfolio strategy, corporate and business unit international experience, having worked in London for nine extensive experience in cross border tax . (EPM) programmes strategy, growth strategy, and sustainability strategy. years. As the leader of the Strategy & Innovation Consumer She has been involved in projects across Europe covering across a range of global organisations. Services practice for Deloitte in Africa, Neville is the proud tax transformation projects, advisory and Faculty owner for the CMO Executive Lab offering. implementation of tax strategy and technology. She has facilitated labs for a number of multinational groups where she assisted the Tax Exectives, and at times their wider team, in transitions and transformational work.

Riaz Osman Trevor Page Rushdi Solomons Hilton Amsel CIO Faculty Dean CHRO Faculty Dean CAE and CRO Faculty Dean CPO Faculty Dean

Riaz is currently a Director at Deloitte Consulting, Trevor Page is a Director with Deloitte South Africa Rushdi is a Partner within Deloitte Risk Advisory. Hilton is an Associate Director in the Strategy and focussing on the Technology consulting business. and a leader in the Human Capital Consulting He is the Leader for Africa as well as Innovation consulting business. Hilton leads the He has over 20 years of experience in large scale Practice within Deloitte Consulting. He specialises the Performance Audit Leader. He has extensive Supply Chain practice and focuses on supporting business and technology transformation, across in Human Capital and Business Transformation experience servicing various clients in the private CPO’s and Supply Chain Directors in major clients, multiple geographies and industries. Riaz has Consulting and over his 20 years of experience and public sectors, and as the Faculty Leader both in the private and public sectors. Hilton’s deep worked for a number of global organisations, at Deloitte has worked across a broad spectrum for both CAE and CRO Labs, Rushdi supports knowledge and experience in Supply Chain positions performing roles such as Industry Leader, Chief of industries with global organisations. Trevor is individuals in addressing their challenges relating to him to support clients with complex supply chain Information Officer and Chief Operating Officer. the Global Leader for Organisation Design for Internal Audit, Governance, Risk, Compliance and challenges related to sourcing, planning, distribution, He is passionate about making and Deloitte Consulting responsible for research and Controls. , and manufacturing operational function professionals succeed, especially by harnessing the methodology development. areas. power of innovative and leading edge technology.

10 11 The Deloitte Executive Institute | The CxO Lab

What is the CxO Lab?

Who is the lab for? Focus of the labs Format and Approach • First time executives • Defining aspirations • A very confidential 1 day experience that creates a “safe place” for Deloitte Executive Institute • Experienced executives moving • Considering where time is the executive to explore ideas/ industry or organisation spent alternatives and address topics on • Executives looking to refresh • Assessing team and talent personal leadership their priorities and plan issues • Upfront discussions with key objectives in their current • Examining relationships and stakeholders on a confidential role, e.g. following change influence basis to gain the organisation’s in leadership or change in The CxO Lab perspective organisational strategy • Building a bespoke 180-day plan • Where appropriate, working to build the “energy” of the organisation to underpin the executive’s position

13 The Deloitte Executive Institute | The CxO Lab Process The Deloitte Executive Institute | The CxO Lab Process

The CxO Lab Process

The CxO lab follows a structured process, with the final result being a 180-day plan on how you are going to execute on your top identified priorities

WHERE? Hopes, Fears and Legacy The lab is run at the Deloitte WHAT? What do you want to be offices or ‘Greenhouse’ The adjacent diagram known for? facilities. The room is set illustrates the lab up with panels which we process and key areas work through to identify we will explore: The Four Faces of a CxO and unpack your concerns, Where do you spend priorities, relationships etc. your time?

Priorities What are your important and urgent priorities? WHO? The lab is all about YOU as a CxO. Organisation There will be no one else there Assess your team and from your team. The session will talent be facilitated by two experienced facilitators who understand the nuances of being an executive, bringing functional and industry Stakeholder Analysis expertise. Examine Relationships and Influence

180-day plan Pull it all together…

14 15 The Deloitte Executive Institute | 180-day Plan The Deloitte Executive Institute | C-suite impact that matters

The result Contacts A crisp, actionable plan for success Thiru Pillay Carryn Tennent Executive Institute Dean Executive Institute Lead and Tel: +27 (0)11 806 5098 CFO Faculty Dean Email: [email protected] Tel: +27 (0)31 560 7204 CxO’s 180-day plan Email: [email protected] Moving from intent to action requires a plan Your Lab culminates in the creation of a plan that you are confident to execute. The plan is populated with relevant milestones including issues that require immediate attention, as well as longer‑term priorities that are critical to the success of the organisation and your legacy.

The Lab is customised to your top priorities and based on the identified actions and how you will use your time, talent and relationships to achieve success.

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