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Deloitte Presentation Template

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Deloitte Presentation

Transcript: With the ever increasing demand for companies to report more and faster information, how do you think the audit profession might have to adapt going forward? - Increasing Uncertainty and Regulations - Adapting to Reporting More - Adapting to Reporting Faster - Conclusions Increasing demand Overview of the Presentation Report more Improve technical knowledge- regulations, financial instruments  training Enhanced computerized systems to improve accuracy and efficiency Excellent communication and relationship management with clients Challenge: - More information needs to be reported at a faster rate - More work needs to be done in an efficient manner Adapt by: - Standardisation: Computerisation (Audit Transformations) - Strategizing: Analyze key areas in companies - Build on training and expertise - Better understanding of client’s business and processes would be required - Better communication with clients to; Understand their business better To share regulatory expertise of complying with new accounting standards Caution: - Faster work may increase the risk of inaccuracy More computerised systems to decrease systematic risk and improve manual recording system - More time has to be spent with clients - More training has to be done to make staff more efficient Challenge; Greater dimensions of existing information. Eg. Capital (Basel 3) Greater complexity of new information eg. coco bonds Better communication with regulators Adapt by; Demonstrate an improved expertise that is capable of keeping up with more complicated information systems Auditors could specialize further within their industries Increased use of computer assisted audit technology to cope with more detailed information Eg. IBM Cognos Controller Finding more opportunities to add value to the client’s business Caution; Higher costs of training – keeping up to date with new regulations - Out Sourcing - Better budgeting management Becoming overly specialised might lead to lack of flexibility in performing audits in other industries - IASB’s amendments to IFRS 7 Enhance the disclosure requirements on transfers of financial assets - Updates to International Accounting Standards Increase in financial reporting disclosure by companies - Financial institutions: BASEL 3 Vickers Report Dodd Frank Act - Insurance companies: Solvency 2 - Environmental regulations Conclusion Regulations Report Faster - Financial Crisis - Euro zone Crisis - Accounting misconduct e.g. Enron, PwC - Stakeholder demands - Increased Regulations

Deloitte Presentation

Transcript: Forrester Research "Mobile users will surpass PC users by 2016.Employees put a premium on mobility and social media in the workplace" Anywhere Anytime Mobile Technology and its Impact on Organizational Knowledge Presentation by: Jorn Varenhorst Evi Kartzika 1. Ubiquity of smartphones 2.Manifoldness of possibilities 3.Ubiquity of app stores 4.Unmatched user-experience 5.Proximity to customers Anyhow The Little world of Deloitte Machi Kanelaki Stela Kercheva Gergana Tyaneva Mobile Technology

Deloitte Presentation 3.28.14

Transcript: Lack of Follow-Through & Under-resilient DOPE Prospecting DOPE 4 years Know the Format Know What they are Looking For Know How you Stack-up? Know your Game-plan Practice Q&A Truth College Text questions to 22333 or Shout them out GRADUATION DAY!!! FOUNDATION Listen Evidence Goals We Ownership Reverse Technology Know your audience Me School does not teach you how to be successful in the working world... Topics for Today Mentorship Decision Point... Texting Encouraged! Text answers to 22333 Childhood You Work The Path School does NOT teach you how to be successful in the working world... YOU Communication Corp Logo Effective Communication Positive Attitude Networks Professionalism Integrity Coachability Gives Back Gets Results Entitled + Impatient = The Gap Q&A Junior Start >> CAN'T How we see ourselves Senior D O P E EXTERIOR Tools Freshman 40 years Ownership Pick them, don't just let them pick you Look for transferable skills, not just passion Company Culture Online & Offline Format & Types Results & Experience Keywords/Filtering Tailor the message Standing Out G, B & U ME STAR Millennials "Open Door" Follow-ups Allow Mistakes Tools Junior MANAGING Managing Cross Functionally Influencing & Empowering Others Navigating Competing Priorities The Contingency Approach Avoid Being Pigeon-Holed How we really are You will get a raise every year Higher performance ratings = higher raise Top performers get their way You are smarter than everyone else You can behave just like in college You are rewarded for being loyal All your co-workers will support you Career Ask for Input PARTNER The Night Before The Day Of Offense vs. Defense Answering Questions Asking Questions Ecosystem 650-303-4943 aaron@ypedge.com YPEdge.com Resumes & Job Interviews What do you want to discuss today? Principles vs. Methods Stages Success = Passion x Skill for formal authority Interviews WIIFM TEAM obey b/c of your College 1. Give Power Carrot + Stick Sophomore isses pportunity otential & arnings Networking Positive 5. Opinions Aaron McDaniel mcdaniel.aaron@gmail.com TheSparkSource.com How others see us Delegate A manager's power comes from their formal position Myth CAREER Take Burden The Translator Un-Entitled Patience Flexibility Is a Fast Learner Makes it about the Team Follow-Through Perspective Pride in What You Do Self Awareness Customer Centric Act "as if" Makes Decisions Creative Resourceful Asks Takes Action Multi-tasks Myths The Negotiator Two-Way SUCCESS = PASSION x SKILL avvy enacious daptive esourceful Manager wield significant power and freedom Smart Risks YouTube!!! Traditional Mini Mentors Peer Two-Way Format Points to Make Let your Brand Shine Standing Out G, B & U ? A little background on Aaron... -Aaron McDaniel Prioritize Negative Myths & Truths of Managing FRAME Skill vs. Will 6. Get the Issues to Career Centers Blogs & Articles Friends (Proof Readers) LinkedIn Doing Their Best Growing Up They often won't listen All you need to know in your career, you learn from... High School High School Tech Savvy Want Value Work/Life Integration Want to Stay at one company for a while 3. Boss Stay in touch... Managers often have less freedom The True Key to Career Success: It's Not What YOU Do, It's What You Can Get Others to Do Attitude Test: Remember to do the LEGWORK: Customer Internal + External 2. Preparation Play The "Why" S T A R The Filter SATs & College Apps UNmotivated UNengaged DISloyal Media Appearances Consensus Polls & Questions Current Employees Recent Grads Events Social Network Connections STAR Attributes Subordinates will Competing Interests A gift for you... Debrief Afterward Thank You Notes 30-60-90 Day Plans Seek Feedback Offer Negotiations Consistency No Ego Follow-Through 4 years Stay in Touch Power comes from credibility & trust Multiple Skill-sets Create Alternatives Diverse Experiences Grow Comfort Zone Spread the Word The STAR vs. The DOPE CLIENT Cover Letters Momentum External Party Work Writing Entrepreneurship Community Avoid Being Pigeon-holed PROJECT Which path will you choose? Resumes Organizations Worked With Goal Connect Empathy The Young Professional's Guide Coach for Discovery building, guiding and motivating your team to achieve awesome results Person vs. Situation BOSS The Advocate STAR Internal Party Document TRY 4. Let's Chat How? (A) Slow it Down (B) Take Ownership (C) Leverage Mentors (D) Focus on your Strengths (E) Get Results (F) Value Experience (G) Stay in one Place for a little bit The Working World Freshman Senior Sophomore You! is my job? Success in the first 60 Days Who What Why Where How am I here? do I position myself? do I manage?

Deloitte-Presentation

Transcript: MY UNIVERSE Krishnapriya Soni KP's Universe My Room Some Puns :) It's the little things

Deloitte Presentation

Transcript: Ebay Deloitte's Crossrail Since deloitte can build a railway that goes from heathway airport to the city of London, then there is no restraint on replacing chairs and tables. Timilehin Adenuga k'manii frett Fortune Brown Sales pitch The tables we decided to use are from Ebay. Goal Goal Our goal for this school is to replace the uncomfortable seating with chairs which have a better feel to them. Step 1:Order the new chairs and tables Step 2:Remove all old chairs and desks from the classrooms (Exclude 3DE lounge) Step 3: Bring in the new chairs and tables into the classrooms on the 3DE hallway Plans Plans The Two providers for the for the Chairs and Tables are from "WebstrauntStore" and "Ebay". Providers Providers Chairs Chairs -Affordable -Soft -WebsturantStore -$17 each Lancaster Table & Seating Black Stack-able Chair tables Tables -Portable -Spacious -Ebay -$20 each Height Adjustable Laptop Table Stand The seating in the 3DE hallway has not been very comfortable so far and it has started to cause problems physically. 3de hallway experience Action Plan Timeline Timeline 1 week 3 weeks 2 months All old tables and chairs should be removed from all 3DE classrooms New tables and chairs should be delivered to the school and workers should start setting up All the new furniture items should be ready for the 2020 school year

Deloitte Presentation

Transcript: Main Points Added Values Fee Proposal - P12-13 Thank you for taking the time to listen to our presentation Income Generation Idea Introduction to our company Our experience - P1 our cost reduction idea is to plant our own vegetable patch 'We change the future' Team: Aleema, Sagal, Abdisalaam and Mahad Fee Proposal We are a green company Strives to help schools provide economically sustainable ideas Our clients are our main focus Suitable to our clients Fusion Finance Deloitte Presentation ... Added Value - P10-11 To rent out the school minibus Our Roles Our Experience Time Management communication co-ordination Cost Reduction Idea What skills we bring to the project

Deloitte Case Presentation

Transcript: $130,000 Computer Mediated Application Hub: Security Badge Processing 50 people work there, each internal office has an equally distributed number of employees The Administrative office can be accessed by badge applicants for badge related issues Office located in DC Data Analysis 1.25 weeks to process all badges Case Relevance: Ease of badge acquisition Efficiency of work Proving to Congress they are worthy of future resource allocation Our Recommendation: Case Relevance: Maximizing value of tax payer investment NDMA Office: Stakeholder Analysis Time: Updating the application process with technical integration Badge Secretary: 45/36=1.25 Data Analysis: Simplicity: Justifying the recommendations $380,000 Congress Why it's important: Computer mediated application hub for security badge application IT Professional: $130,000 Question B: With a slight change in the process, there can be an 20% increase in processing speed, how fast can the current applications be processed? $640,000 Security Badge Processing Desk: IT Professional: $50,000/yr Completion of all current application Employee technology training NDMA Consulting for the NDMA American Public $40,000/yr Conclusions Our Perspective: 2 Badge Secretaries: $40,000/yr each Key Challenges Time/Efficiency/Modernization: Individual Employees Application website will provide processing data Efficiency: Cost-Benefit Analysis Year One: Organization: Modernization: Unification: Manage applicant information in one location Unification: Technology: $250,000 Source: usajobs.gov US tax paying citizens The Dilemma: Ease employee burden and let them get back to work for the American public National Disaster Management Agency Badges: 30x1.2=36 Organization: Unified profile to manage all applicant information Combining results in 30 badges/week with 45 total in queue Will take 1.5 weeks Rate of badge applications is constant 20 people work on badge at any given day Fixed 5% of time is spent processing badges per day Reduce management of security badges to a singular, online hub based in the Administrative Office United States Congress $50,000/yr Steps of Implementation Employees: Cost Assumptions Office wide switch to badge application within the Administrative Office Allocate badge processing to a singular desk of employees $250,000 (sunk cost) $100,000/yr $100,000 per year Those working within the 5 offices of NDMA Ease of security access Simplified badge application and acquisition Maximize time spent of protecting US public Year Two: Employees are burdened with an archaic process that slows productivity and takes away from serving the American public Lateral coordination of offices Eliminate confusion and inefficiencies through unification NDMA inefficiencies in the security badge process NDMA Employee: Status Quo: Employee Feedback: Increase speed of badge processing Section of website will allow for comments and recommendations Develop an online application site stored on the secure data encrypted government server User profile, tracking and auto fill feature By Jamie Serio Jake Salkovitz Imran Moledina and Jared Gold Measuring Success 20% Office Increase: Online Application: Question A: Combing Security and Administration, how long will it take to process all applications currently in queue? Hire 2 full time Badge Secretaries Hire 1 IT professional Designate office space within the Administrative Office Year Three: Official training for the application desk and employees Workers will be more productive if they don't have to work on badge processing Training sessions will be highly effective at reducing the number of people needed for badge processing and cause a rate of processing: 40 badges/week All employees live in DC 8 hour work day/50 weeks a year Recommendations NDMA Congress American Public Individual Employees Simplified badge processing and tracking $100,000 per year Assumptions Productivity: Employee Wages: Case Relevance: Feeling of security Trust in government management Office Wide Switch Over: Employee Wages: Case Overview Organization:

Deloitte presentation

Transcript: Our strategy Our strategy Prevent breast cancer Prevent breast cancer Sacha Howell is: Studying the effect of ulipristal acetate on breast tissue Seeing whether it could be used in chemoprevention Stop deaths from breast cancer Stop deaths from breast cancer Ingunn Holen is looking at: Why breast cancer cells spread to the bone How tumour and bone cells talk to each other Improve the lives of those affected Improve the lives of those affected Nick Turner hopes to use crizotinib in patients with lobular breast cancer Our strategy Prevent breast cancer Our strategy Stop deaths from breast cancer Improve the lives of those affected by breast cancer The research pathway The research pathway Basic research Basic research Tony Swerdlow and Olivia Fletcher are working on the The Generations Study 113,000 women taking part Following them over 40 years Questionnaires, blood samples, mammograms, exercise records Genetic, environmental and life style factors Translational research Translational research Spiros Linardopoulos and Chris Lord are: Finding new targets Developing drugs Solving the problem of resistance Clinical research Clinical research David Buckley is using MRI to: Measure blood flow in a tumour Predict who will respond to chemotherapy Debbie Fenlon wants to know whether cognitive behavioural therapy delivered by a nurse will: help patients deal with treatment symptoms improve their quality of life Patient-focussed research Patient-focussed research The research pathway The research pathway Basic research Translational research Clinical research Patient-focussed research How we fund How we fund Build teams to attack difficult problems Attract support from other funders Build a strong research and training environment Long term funding Long term funding Research Centre Research Units Tissue Bank Generations Study Short term funding Short term funding Respond quickly to good ideas Support new researchers Fund in a larger number of universities Project grants PhD students Pilot Grants Scientific Fellowships Commissioned research

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