2013 UW Case Challenge
Case Challenge Kickoff
April 12, 2013
About Deloitte
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Overview of Deloitte Consulting
Deloitte Consulting is in a “Category of One” in the market – we help our clients develop strategies and
execute them successfully across three main service areas: Strategy & Operations, Human Capital, and
Technology:
Audit and Enterprise
Risk Services (AERS)
Strategy &
Operations
Consulting
Financial Advisory
Services (FAS)
Human Capital
Tax
Technology
While analysts are aligned to a specific service area, Deloitte Consulting engagements often
utilize consultants from all three service areas working and collaborating together
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
What are the different types of Deloitte consultants?
Yes, we’re all management consultants, but we’re each aligned with a specific “service area.” Think about
what area most interests you, and where you’ll be best positioned to make an impact.
Strategy & Operations
Human Capital
Technology
Bring deep industry experience,
rigorous analytical capabilities
and a pragmatic mindset to our
clients’ most complex business
problems
Align our client’s people issues
with their business strategy
through industry expertise, HR
service delivery, talent, culture,
change, leadership, and
rewards strategies
Adopt an intense industry focus
and apply technology based
innovation to business
challenges, while backed by
worldwide resources and deep
strategic alliances
Service Lines
Strategy
Finance
Actuarial Risk & Analytics
M&A and Restructuring
Supply Chain and
Manufacturing Operations
Service Operations
Business Model
Transformation
General Management
Technology Strategy &
Architecture
Information Management
HR Transformation
SAP
Organization & Talent
Oracle
Emerging Solutions
Total Rewards
Systems Integration
Learning and development, cross-industry exposure, and eminence and practice development
are common attributes across each of Deloitte’s service areas
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
Imagine yourself as an S&O Business Analyst
You may be a good BA candidate if…
 You seek the opportunity to develop and sharpen your analytical and business skills, focusing on
Strategy, Finance, Operations, and M&A (or a mix of each)




You aim to tackle a diverse set of challenges, in different roles, industries and service lines
Your career plans include attending a top business school
You’re interested in early leadership opportunities - both industry/function and community oriented
You seek a program with a strong, centralized structure
Strategy
M&A
Supply Chain
Projects
Help senior executives
develop and implement a
strategy to significantly
improve the performance of
their company
Execute a multi-billion dollar
merger and acquisition deal,
combining the operations of
two Fortune 500 companies
Streamline the supply chain
of a global manufacturing
company, helping them
achieve an aggressive
margin target
Roles
What our BAs have done and what you might do…
Lead the development of a 40
page analysis of key
performance improvement
recommendations
Create a financial model to
track synergies in an M&A
integration
Interview client leaders and
facilitate workshops to help
identify principal cost inputs
BA Program Highlights:
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Rotational Program
Externship
GSAP
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Imagine yourself as a Human Capital Analyst
You may be a good HCA candidate if…
 You want to help our clients generate top and bottom-line value by focusing on the one asset that
impacts every single organization – its people
 You want a structured and comprehensive program that enhances your effectiveness and
satisfaction as a new consultant
 You seek to work in a closely knit community and build relationships with practitioners in Human
Capital as well as other Deloitte areas
HR
Org & Talent
Total Rewards
Projects
Focus on maximizing the
effectiveness of HR functions
for a company experiencing
high turnover
Help an organization
determine how to re-align
their workforce after a merger
Evaluate executive pay in a
public company facing
external scrutiny
Roles
What our HCAs have done and what you might do…
Define current policies,
procedures and processes to
be used in online HR tool
Train clients to use a new
business process or function
Perform statistical analysis
for a payroll software
implementation
New!
HCA Program Highlights:
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Rotational Program
HCADP
Industry Reputation
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Imagine yourself as a Business Technology Analyst
You may be a good BTA candidate if…
 You would like to dive right in as a pivotal member of a technology service delivery team
 You want to help industry leading companies learn new technologies and transform their businesses
 You like having choices – including the option to enjoy a continuous career path within the firm or to
pursue a Masters or MBA along the way
 You enjoy building expertise in applications and tools that help businesses function, communicate,
and process information more effectively
Tech Implementation
SAP / Oracle
Tech Architecture
Projects
Design and implement
transportation, sales order
and accounting modules for a
global media company
Advise a Fortune 500 client
on selecting, implementing,
operating, and extracting
benefits from a new type of
SAP or Oracle product
Help a leading financial
services firm build and
implement technology
applications that address key
business challenges and
opportunities
Roles
What our BTAs have done and what you might do…
Track deliverables and
project budgeting, and
facilitate communications and
meetings
Conduct a gap analysis on
client’s business
requirements and map them
to a specific system capability
Working with developers in
India to streamline a client’s
management reports
BTA Program Highlights:
7
Industry Focus
Tech Alliances
Long-term Projects
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Case Challenge Intro
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Deloitte PowerPoint timesaver – March 2011
Welcome to the 2013 UW Case Challenge
6th Annual Case Challenge
100+ students from across UW
20+ Deloitte practitioners
Multiple UW faculty members
…An exciting opportunity to experience Deloitte
9
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Case Challenge Experience
Collaborating with a group to share
perspectives, find solutions, and
develop work product
Working in a Team
Case Challenge
Telling a logical,
convincing story to
inspire action
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Communicating
and Presenting
Recommendations
Conducting
Analysis and
Creating Insights
Navigating complexity and
uncertainty to generate clear,
meaningful insights
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Meet the Engagement
Partner…
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Deloitte PowerPoint timesaver – March 2011
The Case Challenge
The Situation
Deloitte is approached by the leadership of the Bertelli Foundation – a
non-profit organization, well known for its efforts in making healthcare
services accessible to vulnerable populations. Our team is asked to help
the Foundation define its strategy for entering the education space
The Challenge
Analyze the US and/or international education market, evaluate various
opportunities, and make recommendations on where the Foundation
should focus its efforts, considering current resources and capabilities
Case Description
Tools
Provides case
context, background
information, and the
description of the
ask
Supporting Materials
Selected email
correspondence
and Deloitte
research reports to
provide additional
context and inform
preliminary
hypotheses
Team Research
Articles, reports, and
other publicly available
information that can
be used to generate
and support
recommendations
(please remember to
provide sources)
Note: The case requires external research on the US and/or international education industry. Any
publicly available information from a reputable source is acceptable to use in the case
12
Copyright © 2012 Deloitte Development LLC. All rights reserved.
The Case Challenge Response
Prepare a 15-minute presentation (up to 10 slides) that communicates the following:
1
Education Market
Assessment
Analysis of the market needs and existing players, definition, and
evaluation of entry opportunities
Market Entry
Recommendation
Description of the recommended opportunity and a rationale for its
selection, considering organizational capabilities and resources of
the Bertelli Foundation
2
3
Enabling
Technology
Technology infrastructure and tools that can support the market entry
and drive the success of the new program, considering resource
constraints of the Foundation
Implementation
Roadmap
Major steps that Bertelli Foundation should take to roll out the new
program, as well as the organizational change management approach
required for implementation
4
13
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Case Challenge Best
Practices
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Deloitte PowerPoint timesaver – March 2011
The 3 pillars of great case presentations
Pillar 1
Effective
Storytelling
Storytelling is the craft of
engaging your audience,
holding its attention, and
communicating your
message efficiently and
effectively
15
Pillar 2
Visualizing
Information
To communicate your
ideas and data effectively,
you first must articulate the
conclusions you want your
audience to adopt
Pillar 3
Addressing the
6W’s
A deck should address
critical information and
should mimic journalisms
6W method of conveying
critical elements of the story
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Pillar 1
Effective Storytelling
Pillar 2
Pillar 3
Storytelling fundamentals are essential to the messages we convey to our clients.
Consumer Sales will Drive The
Market in 2014
An “opinion, fact, and conclusion”
approach should be used when the
audience is a single, senior executive
(e.g., a discussion document for a CEO)
Consumer sales are growing in your industry
Deloitte Consulting LLP
April 2013
 Competitor A is growing
 Competitor B has identified a
strategy
 Competitor C has not looked at
this segment
You must harness consumer sales to compete
Make sure that your deck does the
following:
– Keeps it simple
– Tells a story
• Increase online sales
capabilities
• Re-direct B-to-B sales force to
consumer segment
• Incent sales team to grow
segment business
Sales force re-alignment is the most cost-effective path to change
– Proposes a solution
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
Pillar 1
Visualizing Information
Pillar 2
Pillar 3
To communicate your ideas and data effectively, you first must articulate the conclusions you want your
audience to adopt.
Picking the right tool
A
80%
Which chart better
illustrates the
relationship?
60%
40%
VS
20%
0%
A
B
C
B
C
Highlighting what’s important
VS
How can you use
color to emphasize
your message?
VS
What information is
extraneous or
duplicative?
Keeping it simple
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
Addressing the 6 W’s
Pillar 1
Pillar 2
Pillar 3
A deck should address critical information and should mimic journalisms 6W method of conveying critical
elements of the story.
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Who
Determine the needs and goals of your audience; who are you speaking to?
What
Define the message of the presentation; what do you want your audience
to remember?
When
Provide context for your presentation; why is this important now?
Where
Consider how your presentation will be read or reviewed
Why
Tell the reader why your content is important to them
How
Tell your reader how you have arrived at your conclusions
Copyright © 2012 Deloitte Development LLC. All rights reserved.
The elements of a strong slide
The PowerPoint decks we create are a common storytelling medium. A slide is simply a canvas for each
piece of the story you want to tell.
Deloitte hashas
developed
a comprehensive
approach for developing
a
Deloitte
developed
a comprehensive
approach
for
Resource Management strategy
developing a Resource Management strategy
Headlines should grab the reader’s
attention and compel further reading
Resource
Management
strategy
oneresources
that will
enable
resources
be
AAResource
Management
strategy is one
that will is
enable
to be
allocated
efficiently andtoincrease
productivity
the company and increase productivity for the company
allocatedforefficiently
Objective
The objective is to define and implement ways of managing staff that are adaptable in a complex, changing environment. The outcome of this
approach is a strategy supported by a set of enhanced processes and tools that will enable the organization to better anticipate and adapt to
resource demand fluctuation
Key Questions Addressed
The strapline should pull the reader in by
synthesizing the underlying story
Major Components
 What are the core competencies we need in our IT organizations?
 Identifying common technology roles within the enterprise
 How do we avoid the hire/fire cycles?
 Classifying strategic versus tactical roles, and identifying the critical
skills required for each
 How do we build future IT leaders organically? What
roles/experiences grow future leaders?
 Defining the target ratios of employees to consultants by role
 How do we deploy our resources optimally, while retaining closeness
to business?
 Addressing location considerations for each role
 How do we ensure mobility of technology resources?
 Optimizing the mix of in-house, near-shore and offshore capabilities
and capacities
 How do we retain organizational knowledge?
 Aligning career/training paths with resource strategy
Any supplements to the text should
support and be additive to the
overarching story
 Where should we locate our resources to cost-effectively meet
global demands?
Key questions and major components need to be considered
to implement a Resource Management strategy.
.
The kicker box should highlight the
conclusion from the information above
-- 55-
-
The storybox should frame the content
and hold the reader’s attention as he or
she progresses through the story
NOTE: Not every slide must fit this layout. Use these elements where appropriate / at your discretion.
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
Parting thoughts…
1
Don’t let the
data overwhelm
you
There is a lot of data available, and you can spend your entire time parsing
through data until you find the “perfect” set of facts. Allow the data to guide you,
but at some point you’ll need to take a stance and build your own point of view.
2
Understand
your audience
As you walk through the many directions of the case, it’s easy to lose sight of
what your client has asked of you. Make sure you take time to step back and
re-direct your team’s focus on the core question at hand.
3
Have fun!
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This is a chance to put your experience and your core knowledge to work.
Enjoy the challenge and let your passion drive you.
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Logistics and Evaluation
Criteria
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Deloitte PowerPoint timesaver – March 2011
Evaluation Process
Deliverables
Judges
Round 1:
28 teams
Evaluation Criteria
Format 30%
Presentation
Materials
Deloitte selection
committee
Content (70%)
Semifinalist Round:
9 teams
15 min presentation
10 min Q&A
Panel of judges,
including Deloitte
practitioners
Format (15%)
3 teams
Q&A
Responses
(15%)
15 min presentation
5 min Q&A
Panel of judges,
including Deloitte
practitioners and
UW faculty
Delivery (30%)
Final Event: May 4
Finalist
Round:
Content (40%)
Winner
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
Evaluation Criteria
 Captures the audience’s attention and makes points memorable
Content
 Examines issues from multiple angles
 Appropriate and persuasive analysis
 Authoritative evidence to support and enhance key ideas
 Logical sequence
Format
 Clear, thematic key message throughout the deliverable
 Text and visuals on the slide together develop and nuance a single key idea
 Balanced, uncluttered layout that does not distract from the important messages
Semifinalist/Finalist rounds only
 Enthusiastic, confident, and professional tone
Delivery
 Knowledge of deliverable content and key recommendations
 Smooth transitions
 Great executive presence
 Clear, concise, and confident answers
Q&A
Responses
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 Appropriate back-up data to support answers
 Demonstrated respect for team members
Copyright © 2012 Deloitte Development LLC. All rights reserved.
The Grand Prize…
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Copyright © 2012 Deloitte Development LLC. All rights reserved.
= Participants prepare case response
Logistics for the Week
Fri 4/12
Sat 4/13
Sun 4/14
Mon 4/15
Friday 4/12 3:00 PM
Kick-off Event
= Deadline
= Event / communication
Tues 4/16
Wed 4/17
Thurs 4/18
Fri 4/19
Final Event (Paccar Hall)*
9:00AM – Semifinalist Presentations
11:30PM – Lunch
1:30PM – Finalist Presentations
3:00PM – Winner Announced
Monday 4/15 8:00 PM
Answers to teams’ questions
about the Case Challenge
are posted on the website
www.2013uwcc.com
Thurs 4/18 5:00PM
Semifinalist teams
selected and notified
Key Deadlines
Sunday 4/14 10:00 PM
Deadline for teams to submit
questions to
uwcasechallenge@deloitte.com
Wed 4/17 5:00PM
Deadline to submit case
recommendations to
uwcasechallenge@deloitte.com
* Additional logistics details will be distributed to semifinalist teams on Thursday 4/18
25
Copyright © 2012 Deloitte Development LLC. All rights reserved.
A Few Rules of the Road…
1
Participants are not allowed to solicit or accept any input, guidance, research, or advice from anyone not on their team.
This includes professors, Deloitte alumni, industry analysts or experts, employees of the subject companies, faculty, staff, other
students or school alumni.
2
Teams may use any/all publicly available information including any databases accessed through the school library. Teams may
also consult industry and analyst reports, trade magazines, and other publications beyond those provided in the data pack. All
sources used as a part of the team’s analysis must be properly cited.
3
Teams must use the PowerPoint template included on the website to create their presentations and submit the presentation as
PPT or PDF files.
4
Please limit your presentation to 10 slides, not including the title and appendix slides
5
All presentation materials must be submitted via email to uwcasechallenge@deloitte.com by 5:00pm PDT on Wednesday,
April 17. Teams failing to submit their materials by the designated time will be disqualified from the competition.
6
Please title the subject of the email 2013 UW Case Competition – “Team Name”. Please use the naming convention
“TeamName_CaseSolution.pptx” for your recommendations file. Also, Team member names should be clearly indicated on the
cover page of the presentation.
7
Presentations cannot be altered in any way after their submission.
8
All team members must be present for their team’s presentation. Every team member must deliver a part of the team
presentation. Each team will decide how to allocate the different parts of its presentation to team members.
9
The dress code for both the Semifinalist and Finalist Round presentations is business formal.
10
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The computer-projection technology available at the venues will be used for team presentations. In case of technology failure,
however, teams must be ready to present using their printed slides. Please have at least 4 printed copies on hand for your
presentation.
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Questions?
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Deloitte PowerPoint timesaver – March 2011