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Strategy and Business Design
To navigate the future with confidence, organizations need to make and act upon the right choices: clear, timely and inspirational choices that deliver growth in a dynamic, disrupted world. Deloitte’s Strategy and Business Design practitioners combine deep industry insights with cutting edge methods to help leaders resolve their most critical decisions, drive value, and achieve transformational success.
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Strategy consulting tailored to your business
We work with chief executives and their teams to catalyze enterprise wide, strategy-led transformation to realize full business value, leveraging deep perspectives about customers, technology evolution and disruption, sector-blurring ecosystems, and changing sources of competitive advantage.
We work alongside clients to create effective corporate and business unit strategies and secure alignment across the enterprise. When senior executives face conflicting mandates of developing long-term strategies while delivering short-term results, we work together to design and deliver integrated and accelerated growth programs in their enterprises. As a recognized leader in innovation strategy, we help companies seize new growth opportunities by building, and launching, new offerings and businesses.
We show senior executives how to take an enterprise approach to digital strategy so it becomes integral to their overarching business strategy. We also work closely with executives to identify, prioritize, and design business capabilities that enable transformation and realize value. Targeted pricing strategies and initiatives can drive substantial revenue and margin growth.
Leveraging a combination of scenario development, trends sensing tools and assets, and insight services, we help executives make sense of a noisy and confusing world to anticipate changes and inform new opportunities.
Driving value for Global Business Services (GBS)
We work closely with GBS executives to drive operating model alignment with their business strategy. We help drive desired strategic results: from initial strategy development and determining the value of shared services to the company, through the implementation and opening of a GBS, to operational transformation and automation of the shared services organization. GBS as a strategic business model transforms how a company with diverse business units operates globally. By connecting business units through their common core enabling functions, companies can streamline and improve how they conduct business – leading to consistent service delivery excellence leveraging effective and efficient practices.
Enabling economic development and urban transformation
We assist government & public sector clients, as well as international donor agencies and bi/multilateral institutions as a trusted advisor. We enable them in solving complex problems of national importance, leveraging technology for enhancing economic growth, creating jobs & livelihood opportunities, improving citizen service delivery, bettering ease of living and developing sustainable institutions for effective & efficient implementation.
Facilitating social impact
We advise a wide range of clients on strategic initiatives that are intended to drive social impact in focus communities – both driven by corporate objectives and regulatory requirements. We assist clients in building capacities of the board, management and human resource, implementing partners and communities in a participatory manner. Our advisory services guide clients to design, launch , monitor, assess and report large scale development programs. We mentor clients on employing expertise and methodological rigor to make strategic decisions, and also assist in providing a platform for collaboration between organizations with similar approaches.
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Eight forces that are shifting the competitive landscape.
The impact on the key stakeholders, and the way forward for the financial institutions.
Technology-led innovations have become the backbone of modern-day banking, helping effectively meet the needs of diverse sets of customers. In the past decade, Indian banks and non-banking financial companies (NBFCs) have adopted technology to drive growth, operational efficiency, and customer experience for retail, and micro, small and medium enterprise (MSME) customers. However, the COVID-19 outbreak and resultant government response have triggered significant structural and behavioral changes across retail and MSME customers.
A scenario-based approach to assess and minimise the impact of COVID-19.
Over the past few years, India has initiated a momentous transition to becoming a data economy. With the proliferation of digital services, individuals across India are generating a significant quantum of personal data. While the personal data revolution has clearly progressed at a breakneck pace driven by a rapid evolution in Big Data and artificial intelligence (AI) technologies, the society at large has not yet had a chance to develop a common ethical framework to govern choices in the data value chain.
To discover new realities and explore shifting industry requirements, global in-house centres (GICs) are pivoting their structure to a competence-based model and transforming into global capability centres (GCCs).
India has one of the largest startup ecosystems in the world. GICs are well placed to tap this thriving ecosystem and act as disruption agents within the organization.
From the consumer-facing to manufacturing industries, there is no dearth of chatbot examples (Siri, Cortana, and Alexa). It is common knowledge that chatbots interact with users through text or voice channels in a natural language. They interpret a user’s intent and provide responses based on the user context and conversation flow.
Can cross-functional, cross-regional models such as Global Business Services (GBS)—serving multiple business units, with access to wide swaths of data and talent—be catalysts for enterprise-wide digital transformation? To answer this question, we need to first define “digital,” a ubiquitous term in business today.