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Strategy & Operations
Business leaders must act with conviction, even in an era of growing complexity, uncertainty, and disruption. These business leaders need clear, concise, well-informed perspectives on the important dynamics that are currently reshaping their business environments. Our global network of Strategy & Operations professionals draws on the strength of Deloitte’s full suite of professional services and industry experience to focus solutions on the real issues affecting businesses today. We work collaboratively with our clients to link strategic vision to flawless execution to achieve tangible, long-term value. From developing a pragmatic strategy and evaluating M&A opportunities to improving finance and operations functions, we have the experience and expertise to help clients build an executable strategy.
Our Strategy & Operations services
Deloitte named a vanguard leader in digital strategy consulting services by Kennedy. Read more
Deloitte named a global leader in Innovation Strategy and New Product Development Consulting by Kennedy. Read more
Deloitte positioned in the “Leaders” quadrant of the Magic Quadrant for Business Operations Consulting Services, Worldwide. Read more
Deloitte named a leader in supply chain risk by Kennedy. Read More
Deloitte ranked #1in the world for both business consulting and FMCS. Read more
Business Trends 2014: Navigating the next wave of globalization
Today’s business leaders need clear, concise and well-informed perspectives on important dynamics that are currently reshaping the business environment. Deloitte’s Business Trends 2014 features nine trends all directly related to a major question for many organizations: What is going on with the global economy? These trends – firmly rooted in longer term and probably irreversible shifts – will increasingly influence strategic priorities in three distinct areas: new consumers, new collaborations, and new leadership.
The Three Rules: How exceptional companies think
This book provides the hard evidence useful to help leaders set their agendas and make critical decisions despite ambiguity and uncertainty. The rules are lodestones that point the way toward profitable paths forward. The rules will show you not the roads less traveled, but help you identify the roads best traveled.
The Ripple Effect: How manufacturing and retail executives view the growing challenge of supply chain risk
Supply chains are becoming highly sophisticated and vital to the competitiveness of many companies. But their interlinked, global nature also makes them increasingly vulnerable to a range of risks.
2013 Q2 Global CFO Signals: An uneven recovery
There’s a recovery out there. Didn’t you get the memo?
Corporate Development 2013: Pushing boundaries in M&A
Mergers & Acquisitions (M&A) is undergoing a profound transformation. From start to finish, the deal-making process is changing as a new wave of disruptive technologies—social media and advanced analytic tools—infuse themselves into both our business and our personal lives. How technology may be used is not normally clear, but what is clear is that it is here to stay. No business executive can afford to ignore the question of how to leverage these technologies to create competitive advantage.