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Deloitte - copenhagen business academy

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by

Ipek Yigit

on 17 September 2015

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Transcript of Deloitte - copenhagen business academy

From the bottom to the top
Mechanistic / Organic Organisation
External Environment Model

private company
professional services
accountance
consulting
servicelines
tax
business risk
BPS
210,400 employees worldwide
2350 in DK

Deloitte Touche Tohmatsu Limited
1845, UK: William Welch Deloitte first office
1880, NY: second office
1896, NY: Deloitte Haskins & Sells
1898: mergence with Touche Ross Deloitte & Touche
led by J. Michael Cook and Edward A. Kangas
1912, DK: The Danish company Revisions- forvaltnings institutet was created
1990, DK: Revisions- forvaltnings institutet becomes Schøbel & Marholdt
1994, DK: Schøbel & Marholdt changes it's name to Deloitte
2002, DK: Deloitte and Touche becomes the biggest revisor and consulting firm in Denmark

Identification of environmental uncertainty
Dynamic-simple=

moderate to high uncertainty
Few factors
Many, large changes

Examples:
fashion industry, music industry, toy manufactures
Dynamic-complex=
high uncertainty
Many factors
Large changes

Examples:
mobile phone manufactures,
IT companies, airlines
Stable-simple=
low uncertainty
Few factors
Few, predictable changes

Examples: packaging manufactors,
container producers, slaughter-houses, gardeners
Stable-complex=
moderate to low uncertainty
Many factors
Few, predictable changes

Examples: lawyers or accountants, chemical manufacturing companies,
universities/schools
Complex
Simple
Stable
Dynamic
Rich
Tasks are specialised
Tasks are clearly defined
Clear distribution of authority and
responsibility, hierarchy
Control, many rules
Knowledge and control is centralised
Communication is vertical
Tasks are broad and often vary from project to project
Tasks adapted to situation
Teamwork
Limited hierarchy and few rules
Knowledge and control is
decentralised
Communication
is horizontal
Industry
Technology
International
Raw Materials
HRM Resources
Socio-cultural
development
Government
Economy
Market
Financial
resources
Marketing
Director
accounting
consulting
Business-
risk
Tax
BPS
Crossfunctional
Divisional Structure Organisation
Workplace Culture
poor
Key Partners
Key Activities
Value Proposition
Customer Relationship
Customer Segments
Key Resources
Channels
Cost Structure
Revenue Streams
Business Model Canvas
University partners



Delotte network

consulting
accountance
service lines
Tax
business risk
BPS
costumer relationship
buildings

technology

Network with the larger Deloitte-resources
brand


design of the company


professionalism/
experience


international resources/
connections

personal meeting with customers

partnership approach

payment
companies



no private persons

General media attention
articles

Internet

PR
service lines in consulting

clients
salary

building

adminstrative expences
Accounting
Consulting
Full transcript