...Case Study 12-1: An Unlikely Alliance Florabama is a power producer of which Meyer Inc. is a 60% owner and Saban Company is a 40% owner. Saban has a cost-plus arrangement that permits it to purchase up to 20% of the power produced by Florabama at the cost plus a fee. The remaining power produced by Florabama is sold to third parties. The profits and losses of Florabama are split based on ownership. Sale, transfer, or disposition of ownership requires written consent of the other party in advance. Both parties are independent and willingly agreed upon the prior approval terms. The board is composed of 10 individuals that Meyer and Saban are able to appoint based on their ownership percentage (Meyer has 6 and Saban has 4). The board makes all strategic decisions and establishes operating and capital budgets. The board also determines the pricing of power produced and appoints the CEO. The CEO that was appointed was the COO of Saban and he will oversee the day to day operations of Florabama. Both Meyer and Saban bear equity price risk. Meyer Inc. also has operating risk since the decisions of the board are made by simple majority (Meyer owns the majority). Saban bears commodity price risk due to the cost-plus arrangement. Meyer and Saban are both variable interest holders. Saban has an equity interest in Florabama and it also has the cost-plus arrangement, both of which make Saban a variable interest holder. Meyer Inc. is a variable interest holder in Florabama due to the...
Words: 396 - Pages: 2
...transformation in financial institutions,1 when these cornerstone frameworks and capabilities are in place, risk management, risk governance, and regulatory compliance can be implemented in a more aligned and integrated manner. Figure 1: The cornerstones of risk transformation What vision drives the Organization? Business Model Operating Model culture What oversight ensures the strategy is executed? Governance Strategy What shared values guide the organization? Data Analytics and Technology What data, analytics and technology infrastructure enables execution? 1 How should execution be structured? Aligning risk and the pursuit of shareholder value: Risk transformation in financial institutions, 2013, Deloitte Implementing risk transformation in financial...
Words: 4931 - Pages: 20
...Getting the retained organization right: The other half of the shared services battle 2 Transforming the service delivery model for back-office functions such as finance, procurement, human resources (HR), real estate, and information technology (IT) continues to be a top priority for many companies. Such efforts usually aim to achieve several interrelated goals: to increase the function’s strategic contribution to the business, to improve operational efficiency and reduce cost, and to drive global data and process consistency. One widespread strategy for pursuing these goals is to establish a shared services organization (SSO) to execute back-office functional processes on behalf of multiple operating units. However, our experience shows that such efforts often fail to yield their intended benefits. Why? One important reason, in our view, is that many companies tend to focus almost exclusively on the processes to be moved into the SSO while paying little attention to the retained organization’s design and operation. We have seen many companies underestimate both the level of effort to get the retained organization “right” and the extent to which failure to do so may diminish the value of the shared services program. On the other hand, companies that do make the necessary investment in their retained organizations have a greater chance of reaping satisfactory returns on their shared services investment. Figure 1: Characteristics of the four types of functional activities...
Words: 4075 - Pages: 17
...Deloitte and Touche | Final Paper | | HR582 Managing Global Diversity | | Owner | 10/21/2010 | | Deloitte Diversity Audit Organizational Background: Deloitte is a staple in the financial accounting industry for over 100 years. In this time frame they have continued to revamp themselves to still remain relevant not only for their trade of accounting but developing its primary asset, their employees. Deloitte help set the standard after the crash with audits and regulations that led to more thorough accounting practices. Recognition for women and minorities is a huge initiative that has been driving a lot of their success into the 21st century. The investment in information technology would pay dividends to back up, store, and process electronic accounting data for Deloitte. The merger of the big 4 completion in 2002 the financial accounting industry will never be the same. PricewaterhouseCooper, Ernest & Young, KPMG, and Deloitte round out the big 4 audit firms. Deloitte is currently the largest of the big four by a narrow margin. All of the big four are among the top places to work (2009) nationally and in their respective headquarter locations. Since the 2000’s Deloitte has become an industry leader and model organization. The focus on recruiting the right talent to continue pushing the bar has been successful for Deloitte. Deloitte is striving to separate themselves from the big four and set the trends for the accounting industry. Criteria/...
Words: 3036 - Pages: 13
...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
Words: 45459 - Pages: 182
...EXECUTIVE SUMMARY This report is prepared to gain insights on the reasons for the collapse of Hastie Group Limited which is known as the top international designer, maintainer and installer of technical services to the infrastructure and building sector. Hastie has well established operations in Australia, the United Kingdom and the Middle East. The report begins with the introduction about the company and how and when it collapsed. The report further includes the major points extracted from the report issued by PPB Advisory, the administrators of Hastie Group. The major content of this report is focused towards the Auditing Issues within the Hastie Group that contributed towards its collapse. The Hastie group was audited by the Deloitte Touche Tohmatsu in 2011. The auditing issues mainly cover Auditor’s Breaches of duty and the potential claim against the auditors. Overall this report would help provide a better picture of the collapse of Hastie Group and the course of action followed. INTRODUCTION Hastie Group Ltd. is known as the top international designer, maintainer and installer of technical services to the building and infrastructure sector. Hastie Group has well established in Australia, the United Kingdom and the Middle East. In 1970, the Australian subsidiary of Hastie Group was formed in Sydney. The business quickly expanded into Perth and won prestigious contracts such as the Darling Harbour Exhibition Centre, Sydney Futures Exchange, Hyatt Hotel Canberra...
Words: 1767 - Pages: 8
...Levendary Café: China Challenge Levendary Café faced some successes and many challenges when penetrating the Chinese Market for their first time. The goal of this case study is to understand what kind of initial strategies did they adopted and the main problems that arouse as a result of their decisions. The analysis will point out the main issues faced by the organization as well as potential alternatives that could be used to address their concerns. Finally, an optimal solution will be proposed in order to resolve the situation in which Levendary Café is involved. Levendary’s first steps and industry analysis Although Levendary Café’s decision of entering Chinese market faced some tough challenges, the organization also took some good steps. First of all, the decision of entering China as the target market was a good decision. According to a report by IBIS World, “this industry revenue grew by 3.4% to $190.2 billion in 2011 and 2.6% to $195.2 billion in 2012. Industry revenue growth will level off as growth rates approach historical levels and the industry is forced to contend with the market saturation issues it has grappled with over the last 10 years.” (Zwolak, April 2010). Since the American market was already saturated, Chinese market offered an attractive alternative of expansion for Levendary Cafe. China was a market of 1.4 billion people where economic growth was around 14.5% and where growing middle-class citizens, who demonstrated a positive acceptance of quick...
Words: 1816 - Pages: 8
...• In this case Deloitte & Touche Consulting Group was tasked to come in and consult with SKS Manufacturing, an auto supplier, in order to fix their inventory problems along with other issues the company was facing. Maria Chen would lead part of the team for her first time on this 12-week engagement, but would in occur some difficulties throughout the first 6 weeks of the project. The Deloitte team has a lot of work to do before the end of the engagement in order stabilize the company and prepare them for a more radical long term project that plans to “reengineer” their business process. Most of the responsibility for the slow start on the project is resting on Chen’s shoulders due to the choices she has made during the first half of this engagement. Why does SKS need Deloitte’s services? Would you have approached the improvement problem in the same way as Deloitte in terms of defining the problem and work planning? SKS needs Deloitte’s services for a number of reasons with the main influence being that they were having a cash flow problem, and they didn’t have the experience or manpower to address this problem themselves. As there were a number of unfinished components sitting between presses and “‘split-batches’” making the production shop “a little chaotic”, their whole process scheduling likely had issues. Additionally, they were having difficulty maintaining acceptable levels of customer service by being late to ship a significant proportion of the orders...
Words: 3269 - Pages: 14
...conclusions based on that research, and communicating those conclusions to interested parties. In the process, students will update their financial accounting skills and gain a familiarity with current events in public accounting. Required Course Materials We will make extensive use of the FASB codification located at https://aaahq.org/FASB/Access.cfm. To log in, use the username AAA51049 and the password Y9J9wvN. We will also use the Trueblood case studies provided by Deloitte and Touche. Office Hours Office hours are MW 2:30 am – 4:30 pm, TR 11:30 – 12:30 pm, and by appointment. Grades The grade will be based on an accounting research presentation and two written research projects. Groups of up to four are allowed for these projects. Course Schedule The course is divided roughly into thirds. In the first part, we will work through the FASB Codification Learning Guide available at the online FASB codification site. In the second part, I will use the codification to analyze selected accounting cases and issues. The third part is reserved for presentations by the student groups. If you have a disabling condition that might interfere with your ability to complete this course successfully, please contact me, or contact the Office of Disability Services (phone 312-3358). | | It is the responsibility of the students to be fully informed of the college catalog policies regarding course add, drop and withdrawal | | Intellectual integrity on...
Words: 355 - Pages: 2
...The major problem in the Deloitte & Touche Consulting Group case was the lack of support that Maria Chen had during the first few weeks of the engagement at SKS Manufacturing. The cause of the problem with the engagement at SKS Manufacturing was multi-pronged. Maria Chen could have very easily become the sole scapegoat for blame. However, upon analyzing the underlying causes, Maria lacked 100% support from the two most senior members of the engagement team. First, David Hendry, Partner had just accepted additional responsibilities of bringing in new business. This meant that he would have competing demands with a less proactive focus and attention to SKS Manufacturing as a client during the initial engagement. Secondly, Annette Wattley-Davis, Senior Manager, assigned to the SKS Manufacturing engagement was working on another concurrent project in Dallas. She was in Texas for 2-3 days per week overseeing a project with another client with limited oversight to the SKS engagement during a lucrative period (first six weeks) of the engagement. Thirdly, Maria Chen was a fairly new consultant and inexperienced to lead a vague and difficult situation on her own. Her lack of experience coupled with the lack of support from David Hendry and Annette Wattley-Davis was detrimental and derailing. She was assigned specifically to lead and address the production scheduling processes and synchronize production operations with purchasing while working along side Ben Rohan. He was tasked...
Words: 316 - Pages: 2
...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
Words: 11377 - Pages: 46
...Deloitte Table of Contents ABSTRACT …………………………………………………………………… 03 INTRODUCTION …………………………………………………………………… 03 Company Background …………………………………………………………… 03 Service/ Objective …………………………………………………………………… 04 Division/Scope ……………………………………………………………………….. 04 WHAT IS ETIQUETTE? …………………………………………………………… 06 Trust …………………………………………………………… 08 Emotional trust …………………………………………………………… 08 Logical trust ………………………………………………………… 08 Survey …………………………………………………………… 08 Summary …………………………………………………………………… 09 Conflict of interest …………………………………………………………… 10 Conflict of Interest at the Individual level …………………………………………… 10 Conflict of Interest or Intellectual Bias ………………………………………… 11 Summary …………………………………………………………………… 11 Information access …………………………………………………………… 12 First Aspect of Definition …………………………………………………………… 12 Summary …………………………………………………………………… 13 Forgery …………………………………………………………… 14 First Aspect of Definition …………………………………………………………… 14 Hitler diaries ………………………………………………………… ………………14 Summary ……………………………………………………………………………15 Fraud Supplementation of Salary ………………………………………………………….16 False Statement …………………………………………………………………………16 Misuse of Government Property ………………………………………………………..17 CONCLUSIONS (CRITICAL THINKING) …………………………………………18 REFERENCES …………………………………………………………………..19 abstract Deloitte is one of the Big Four Accounting Firms. Deloitte...
Words: 3742 - Pages: 15
...Applied mobility for the banking industry Tech trends 2011 In some industries, companies can pick and choose how they want to respond to new mobile opportunities. In banking, it is not a matter of choice. Not only do consumers expect a steady increase in the number of banking services they can access from mobile devices (not to mention a complementary rise in the quality of their mobile experiences), merchants are moving just as quickly to keep up. That means they’re looking for new ways for customers to buy and pay. With phones? Tablets? Using Debit? Credit? All of the above? As a result, financial institutions should “think outside the bank” when it comes to mobility. Regardless of industry, the march toward mobility is staggering in sheer scale (5 billion subscribers by December 20101) and in its breadth of adoption — crossing age groups, economic classes, and geographies. Consumer interest in smartphones, tablets, and untraditional connected devices such as set-top boxes, telematics, video games, and embedded appliances is growing faster than with any other product segment, with a projected growth of 36% in the coming year2. Connectivity is nearly ubiquitous with today’s mobile computing infrastructure and will only improve with the widespread rollout of 4G, LTE, and WiMAX in primary markets, and the launch of 3G in India3. Just as important, the mobile application (app) movement is fully underway, as traditional telephone service takes a back seat to messaging, e-mail...
Words: 3587 - Pages: 15
...FY08 TAD Consulting Skills Case Library This document is for the INTERVIEWER only. Table of Contents: Case Interview Process and Guidelines 3 Case 1: Requirements Gathering Process 4 Case 2: Improving the Customer Experience 6 Case 3: Vendor Selection Process 8 Case Interview Process 1) Introduce yourself and explain your background and career at Deloitte Consulting. 3 min 2) State the objective of the case interview and present the case to the candidate: 2 min • Explain that you want to understand how the candidate handles a situation relevant to those found on the job. • Mention that throughout the case, you will evaluate several capabilities: problem solving, communication, composure, and structured thinking. • You are evaluating how the candidate approaches the case and the logic and creativity behind his / her recommendations. There is no “right” answer. • Verbally present the case to the candidate. 3) Candidate review of case: 2 min • The candidate may or may not ask for a few minutes to get his / her thoughts together regarding the case. The candidate may take notes. Encourage the candidate to do both if needed. • Make yourself available to answer any questions during this time. 4) Candidate presents solution / approach to the case: 15 min • Make yourself available to answer any questions about the case during this time. • Present “Curve...
Words: 1934 - Pages: 8
...Rethinking retail banking growth Effective strategies for increasing revenue by building stronger connections to the post-crisis consumer It’s no secret that revenue growth is one of today’s biggest challenges for the banking industry. Financial services CEOs ranked growth as their number one priority according to The Conference Board CEO Challenge 2011 1 survey . As low interest rates and new regulations strangle traditional sources of riskbased and fee income, many once-attractive customer relationships are generating less revenue, causing some to become unprofitable. Many bank executives are finding that the old tried-and-true strategies for organic market share and revenue growth are not sufficient anymore. Competing based on pricing, convenience, and service is still fundamental, but more is required. The financial crisis created a trio of retail banking giants with approximately 30 percent combined market share and more than 18,300 branch locations – but even with their vast scale; they are also struggling to grow organically. On the product side, retail deposits have significantly diminished attractiveness in today’s low interest rate environment. Even when banks succeed in attracting new deposit relationships, there are few profitable ways to reinvest those assets in today’s loan environment. Mortgage lending has dropped to the lowest levels in a decade, and new fee and rate constraints on overdrafts and credit cards, along with consumer debt reduction, have silenced...
Words: 3242 - Pages: 13
