Deloitte Leadership Broschuere · digital disruption and have used this as the foundation to develop a state of the art online assessment tool to determine the digital readiness of

Deloitte LeadershipBuilding Future Ready Leaders

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Market data indicates that strong leadership, developed from within the organisation, drives superior performance.

Companies with strong leaders outperform the market1

…it costs the company less

1.5xHiring managerial employees can cost approximately 150% of their annual salary (e.g. recruiting, training costs)

18%Externally hired leaders are paid 18% more than internal promotes

26%Companies with strong internal leadership development programmes can fill 26% more critical positions immediately

2 yearsPerformance of externally hired leaders takes 2 years to catch up to those promoted internally

Source:1. Bidwell, Matthew, "Paying More to Get Less: The Effects of External Hiring versus Internal Mobility" University of PA Wharton; Deloitte Business Confidence Report 2014.2. “Ready-Now Leaders: Meeting Tomorrow’s Business Challenges” DDI Global Leadership Forecast 2014-2015. .

Building a leader (internally) is cheaper and more effective than hiring one2…

+15.7%Equity premium on organisations with perceived effective

leadership

-19.8% Equity discount on organisations with

perceived ineffective leadership

2.3xOrganisations with strong leaders are 2.3x more likely to

financially outperform peers

…and takes less time for the leader to be effective

Leadership strategy

Accelerated development

Leadership assessment

Research-based frameworks applicable across all levels of

leaders

Aligning leadership strategy with business strategy

Recommendations to improve leadership and succession

systems

Predictive, rigorous individual assessments which differentiate

between capability and potential

Assessments to capture team and board effectiveness

Innovative development programmes and journeys

Development coaching tailored to client needs

Development initiatives that fast track new leaders

High-impact leadership team interventions

Industry expertise and global delivery capacity

Deep and broad Human Capital capabilities

Elegant simplicity

Scientific and analytical rigour

Design thinking

Context specific

Global consistency,

local delivery

2 3 5

Impact focused

1

What do we do at Deloitte Leadership?We offer comprehensive, tailored leadership services that drive leader effectiveness for individuals, teams and the organisation.

© 2017 Deloitte Consulting GmbH.

Organisational assessments to measure pipeline

Market data indicates that strong leadership, developed from within the organisation, drives superior performance

<

Market data indicates that strong leadership, developed from within the organisation, drives superior performance.

Companies with strong leaders outperform the market1

…it costs the company less

1.5xHiring managerial employees can cost approximately 150% of their annual salary (e.g. recruiting, training costs)

18%Externally hired leaders are paid 18% more than internal promotes

26%Companies with strong internal leadership development programmes can fill 26% more critical positions immediately

2 yearsPerformance of externally hired leaders takes 2 years to catch up to those promoted internally

Source:1. Bidwell, Matthew, "Paying More to Get Less: The Effects of External Hiring versus Internal Mobility" University of PA Wharton; Deloitte Business Confidence Report 2014.2. “Ready-Now Leaders: Meeting Tomorrow’s Business Challenges” DDI Global Leadership Forecast 2014-2015. .

Building a leader (internally) is cheaper and more effective than hiring one2…

+15.7%Equity premium on organisations with perceived effective

leadership

-19.8% Equity discount on organisations with

perceived ineffective leadership

2.3xOrganisations with strong leaders are 2.3x more likely to

financially outperform peers

…and takes less time for the leader to be effective

Leadership strategy

Accelerated development

Leadership assessment

Research-based frameworks applicable across all levels of

leaders

Aligning leadership strategy with business strategy

Recommendations to improve leadership and succession

systems

Predictive, rigorous individual assessments which differentiate

between capability and potential

Assessments to capture team and board effectiveness

Innovative development programmes and journeys

Development coaching tailored to client needs

Development initiatives that fast track new leaders

High-impact leadership team interventions

Industry expertise and global delivery capacity

Deep and broad Human Capital capabilities

Elegant simplicity

Scientific and analytical rigour

Design thinking

Context specific

Global consistency,

local delivery

2 3 5

Impact focused

1

What do we do at Deloitte Leadership?We offer comprehensive, tailored leadership services that drive leader effectiveness for individuals, teams and the organisation.

© 2017 Deloitte Consulting GmbH.

Organisational assessments to measure pipeline

What do we do at Deloitte Leadership?We offer comprehensive, tailored leadership services that drive leader effectiveness for individuals, teams and the organisation.

<

Market data indicates that strong leadership, developed from within the organisation, drives superior performance.

Companies with strong leaders outperform the market1

…it costs the company less

1.5xHiring managerial employees can cost approximately 150% of their annual salary (e.g. recruiting, training costs)

18%Externally hired leaders are paid 18% more than internal promotes

26%Companies with strong internal leadership development programmes can fill 26% more critical positions immediately

2 yearsPerformance of externally hired leaders takes 2 years to catch up to those promoted internally

Source:1. Bidwell, Matthew, "Paying More to Get Less: The Effects of External Hiring versus Internal Mobility" University of PA Wharton; Deloitte Business Confidence Report 2014.2. “Ready-Now Leaders: Meeting Tomorrow’s Business Challenges” DDI Global Leadership Forecast 2014-2015. .

Building a leader (internally) is cheaper and more effective than hiring one2…

+15.7%Equity premium on organisations with perceived effective

leadership

-19.8% Equity discount on organisations with

perceived ineffective leadership

2.3xOrganisations with strong leaders are 2.3x more likely to

financially outperform peers

…and takes less time for the leader to be effective

Leadership strategy

Accelerated development

Leadership assessment

Research-based frameworks applicable across all levels of

leaders

Aligning leadership strategy with business strategy

Recommendations to improve leadership and succession

systems

Predictive, rigorous individual assessments which differentiate

between capability and potential

Assessments to capture team and board effectiveness

Innovative development programmes and journeys

Development coaching tailored to client needs

Development initiatives that fast track new leaders

High-impact leadership team interventions

Industry expertise and global delivery capacity

Deep and broad Human Capital capabilities

Elegant simplicity

Scientific and analytical rigour

Design thinking

Context specific

Global consistency,

local delivery

2 3 5

Impact focused

1

What do we do at Deloitte Leadership?We offer comprehensive, tailored leadership services that drive leader effectiveness for individuals, teams and the organisation.

© 2017 Deloitte Consulting GmbH.

Organisational assessments to measure pipeline

<

Market data indicates that strong leadership, developed from within the organisation, drives superior performance.

Companies with strong leaders outperform the market1

…it costs the company less

1.5xHiring managerial employees can cost approximately 150% of their annual salary (e.g. recruiting, training costs)

18%Externally hired leaders are paid 18% more than internal promotes

26%Companies with strong internal leadership development programmes can fill 26% more critical positions immediately

2 yearsPerformance of externally hired leaders takes 2 years to catch up to those promoted internally

Source:1. Bidwell, Matthew, "Paying More to Get Less: The Effects of External Hiring versus Internal Mobility" University of PA Wharton; Deloitte Business Confidence Report 2014.2. “Ready-Now Leaders: Meeting Tomorrow’s Business Challenges” DDI Global Leadership Forecast 2014-2015. .

Building a leader (internally) is cheaper and more effective than hiring one2…

+15.7%Equity premium on organisations with perceived effective

leadership

-19.8% Equity discount on organisations with

perceived ineffective leadership

2.3xOrganisations with strong leaders are 2.3x more likely to

financially outperform peers

…and takes less time for the leader to be effective

Leadership strategy

Accelerated development

Leadership assessment

Research-based frameworks applicable across all levels of

leaders

Aligning leadership strategy with business strategy

Recommendations to improve leadership and succession

systems

Predictive, rigorous individual assessments which differentiate

between capability and potential

Assessments to capture team and board effectiveness

Innovative development programmes and journeys

Development coaching tailored to client needs

Development initiatives that fast track new leaders

High-impact leadership team interventions

Industry expertise and global delivery capacity

Deep and broad Human Capital capabilities

Elegant simplicity

Scientific and analytical rigour

Design thinking

Context specific

Global consistency,

local delivery

2 3 5

Impact focused

1

What do we do at Deloitte Leadership?We offer comprehensive, tailored leadership services that drive leader effectiveness for individuals, teams and the organisation.

© 2017 Deloitte Consulting GmbH.

Organisational assessments to measure pipeline

THINKDifferently

REACTDifferently

ACTDifferently

• Conceptualising possibilities in a virtual world

• Handling ever-increasing cognitive complexity

• Thinking divergently about new ways of doing things

• Making decisions quickly without all of the information

• Adapting to constantly shifting power and influence

• Valuing the contribution of new work partners and different interest groups

• Collaborating with ease across many different teams

• Investing huge amounts of energyinto getting things right; try, fail, try again

• Tolerating an environment of risk and ambiguity

• Showing resilience in the face of constant change

• Being brave in challenging how things are being done

• Having the confidence to take the lead in driving change

Leaders need to think, act and react differently to make their organisations succeed in a digital world:

Digital InvestorsSenior executives who uncover opportunities, invest in talent and ideas, forge partnerships

and build the ecosystem for innovation

Digital Pioneers Digital TransformersLeaders who can lead people through

radical change and transform the business

Business and function leaders who can shape future business models and create

and lead a winning digital strategy

Digital disruption is real. It is estimated that between 2.5-4 out of every top 10 companies in each industry will fail if they donot transform how they operate1. However, what organisations need for surviving digitaltransformation is not digitally savvy leaders, but leaders who are willing and able to leverage digitalto innovate, fail fast and drive value in an ambiguous context. They need a blend of 3 key types:

How well are your leaders equipped to drive digital transformation?With over 25 years experience, Deloitte Leadership know what it takes to be an effective leader. We have codified the elements that leaders need to be successful in the face of digital disruption and have used this as the foundation to develop a state of the art online assessment tool to determine the digital readiness of leaders.

High validity from our research-based model of leadership

transformation

Bipolar scales with equally desirable poles support objectivity

Intuitive sliding scale captures natural style of human judgment

instead of numerical ratings

Simple items improve inter-rater reliability and avoid cultural bias

Determine individual digital readiness to inform business decisions.

Benchmark digital readiness within and across groups.

Identify gaps in digital readiness that can be addressed through targeted development interventions.

Cost-effective and fast to deploy Enables targeted development spend Accessible anywhere at any time User-friendly interface Can measure ROI via pre and post

intervention snapshots Automated reporting

The Digital Readiness Indicator can allow your organisation to:

© 2017 Deloitte Consulting GmbH.

Source: 1. Global Center for Digital Business Transformation, 2015.

Digital disruption is real.It is estimated that between 2.5-4 out of every top 10 companies in each industry will fail if they do not transform how they operate1. However, what organisations need for surviving digital transformation is not digitally savvy leaders, but leaders who are willing and able to leverage digital to innovate, fail fast and drive value in an ambiguous context. They need a blend of 3 key types:

THINKDifferently

REACTDifferently

ACTDifferently

• Conceptualising possibilities in a virtual world

• Handling ever-increasing cognitive complexity

• Thinking divergently about new ways of doing things

• Making decisions quickly without all of the information

• Adapting to constantly shifting power and influence

• Valuing the contribution of new work partners and different interest groups

• Collaborating with ease across many different teams

• Investing huge amounts of energyinto getting things right; try, fail, try again

• Tolerating an environment of risk and ambiguity

• Showing resilience in the face of constant change

• Being brave in challenging how things are being done

• Having the confidence to take the lead in driving change

Leaders need to think, act and react differently to make their organisations succeed in a digital world:

Digital InvestorsSenior executives who uncover opportunities, invest in talent and ideas, forge partnerships

and build the ecosystem for innovation

Digital Pioneers Digital TransformersLeaders who can lead people through

radical change and transform the business

Business and function leaders who can shape future business models and create

and lead a winning digital strategy

Digital disruption is real. It is estimated that between 2.5-4 out of every top 10 companies in each industry will fail if they donot transform how they operate1. However, what organisations need for surviving digitaltransformation is not digitally savvy leaders, but leaders who are willing and able to leverage digitalto innovate, fail fast and drive value in an ambiguous context. They need a blend of 3 key types:

How well are your leaders equipped to drive digital transformation?With over 25 years experience, Deloitte Leadership know what it takes to be an effective leader. We have codified the elements that leaders need to be successful in the face of digital disruption and have used this as the foundation to develop a state of the art online assessment tool to determine the digital readiness of leaders.

High validity from our research-based model of leadership

transformation

Bipolar scales with equally desirable poles support objectivity

Intuitive sliding scale captures natural style of human judgment

instead of numerical ratings

Simple items improve inter-rater reliability and avoid cultural bias

Determine individual digital readiness to inform business decisions.

Benchmark digital readiness within and across groups.

Identify gaps in digital readiness that can be addressed through targeted development interventions.

Cost-effective and fast to deploy Enables targeted development spend Accessible anywhere at any time User-friendly interface Can measure ROI via pre and post

intervention snapshots Automated reporting

The Digital Readiness Indicator can allow your organisation to:

© 2017 Deloitte Consulting GmbH.

Source: 1. Global Center for Digital Business Transformation, 2015.

How well are your leaders equipped to drive digital transformation?With over 25 years experience, Deloitte Leadership know what it takes to be an effective leader. We have codified the elements that leaders need to be successful in the face of digital disruption and have used this as the foundation to develop a state of the art online assessment tool to determine the digital readiness of leaders.

How does your leadership strategy measure up?

A well-designed leadership framework fosters one unified language of leadership that is aligned to an organisation’s business strategy.

20xBetter at employee retention

12xBetter at executing change and growth

8xBetter at creating a performance based culture

8xBetter at building talent bench strength

Yet, few companies are taking the right approach!

4%Percentage of executives surveyed who rated their organisation’sleadership development as ‘very effective’

2%Even less executives think that the their succession management is what it should be

Deloitte research sources: The Leadership Premium: How companies win the confidence of investors (2012); Talent 2020 (2011-12); Leadership Development Factbook 2012.; High-Imapct-Leadership. Bersin by Deloitte (2016)

• Have 37% more revenue per employee

• Are 5x more likely to anticipate change

• Are 10x more likely to be good at identifying and developing leaders

Pote

ntial

Dim

ensio

ns Change

PotentialDriving and responding

to change; seeing opportunity in

uncertainty

Intellectual Potential

Thinking quickly and flexibly

People Potential

Adapting to complex and changing interpersonal

demands

Motivational Potential

Adapting personal drive and focus to achieve in

new and changing contexts Values+

4 leadership levels are present across all capabilities

LEVEL 4: Future

LEVEL 3: Whole

LEVEL 2: Diverse

LEVEL 1: Multiple

IndividualContributor

Demonstrating proficiency at each level requires Potential, Capability and Experience

A robust leadership strategy defines good leadership in your organisation.For leaders to rapidly adapt to different markets, cultures and business challenges they need to beversatile thinkers; demonstrating capabilities that align with the demands of their role.

Efficient Customised and benchmarked

Elegantly simpleWe use our standard framework because effectiveness is primarily determined by 8 core capabilities and 4 potential areas

We tailor our standard framework to align with the organisation's language, brand, and existing leadership processes

We develop a single integrative framework incorporating all leadership capabilities and levels, and separating out potential factors

Transitions defined by context

Comprehensive not exhaustive

Fit for purpose

We define the transition differences between levels in terms of the increase in complexity of situations demanding the skill

Enterprise capability distinct based on our research into the specific demands that distinguish this leadership level from all other levels

Personal qualities, capabilities and values are orthogonal allowing different “fit for purpose” methodologies to assess and develop them

What makes us different?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive Edge

Driving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

© 2017 Deloitte Consulting GmbH

Organisations that have a leadership framework reap sizeable benefits:

Organisations high in Leadership Maturity:

A robust leadership strategy defines good leadership in your organisation.For leaders to rapidly adapt to different markets, cultures and business challenges they need to be versatile thinkers; demonstrating capabilities that align with the demands of their role.

How does your leadership strategy measure up?

A well-designed leadership framework fosters one unified language of leadership that is aligned to an organisation’s business strategy.

20xBetter at employee retention

12xBetter at executing change and growth

8xBetter at creating a performance based culture

8xBetter at building talent bench strength

Yet, few companies are taking the right approach!

4%Percentage of executives surveyed who rated their organisation’sleadership development as ‘very effective’

2%Even less executives think that the their succession management is what it should be

Deloitte research sources: The Leadership Premium: How companies win the confidence of investors (2012); Talent 2020 (2011-12); Leadership Development Factbook 2012.; High-Imapct-Leadership. Bersin by Deloitte (2016)

• Have 37% more revenue per employee

• Are 5x more likely to anticipate change

• Are 10x more likely to be good at identifying and developing leaders

Pote

ntial

Dim

ensio

ns Change

PotentialDriving and responding

to change; seeing opportunity in

uncertainty

Intellectual Potential

Thinking quickly and flexibly

People Potential

Adapting to complex and changing interpersonal

demands

Motivational Potential

Adapting personal drive and focus to achieve in

new and changing contexts Values+

4 leadership levels are present across all capabilities

LEVEL 4: Future

LEVEL 3: Whole

LEVEL 2: Diverse

LEVEL 1: Multiple

IndividualContributor

Demonstrating proficiency at each level requires Potential, Capability and Experience

A robust leadership strategy defines good leadership in your organisation.For leaders to rapidly adapt to different markets, cultures and business challenges they need to beversatile thinkers; demonstrating capabilities that align with the demands of their role.

Efficient Customised and benchmarked

Elegantly simpleWe use our standard framework because effectiveness is primarily determined by 8 core capabilities and 4 potential areas

We tailor our standard framework to align with the organisation's language, brand, and existing leadership processes

We develop a single integrative framework incorporating all leadership capabilities and levels, and separating out potential factors

Transitions defined by context

Comprehensive not exhaustive

Fit for purpose

We define the transition differences between levels in terms of the increase in complexity of situations demanding the skill

Enterprise capability distinct based on our research into the specific demands that distinguish this leadership level from all other levels

Personal qualities, capabilities and values are orthogonal allowing different “fit for purpose” methodologies to assess and develop them

What makes us different?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive Edge

Driving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

© 2017 Deloitte Consulting GmbH

Organisations that have a leadership framework reap sizeable benefits:

Organisations high in Leadership Maturity:

How does your leadership strategy measure up?

How does your leadership strategy measure up?

A well-designed leadership framework fosters one unified language of leadership that is aligned to an organisation’s business strategy.

20xBetter at employee retention

12xBetter at executing change and growth

8xBetter at creating a performance based culture

8xBetter at building talent bench strength

Yet, few companies are taking the right approach!

4%Percentage of executives surveyed who rated their organisation’sleadership development as ‘very effective’

2%Even less executives think that the their succession management is what it should be

Deloitte research sources: The Leadership Premium: How companies win the confidence of investors (2012); Talent 2020 (2011-12); Leadership Development Factbook 2012.; High-Imapct-Leadership. Bersin by Deloitte (2016)

• Have 37% more revenue per employee

• Are 5x more likely to anticipate change

• Are 10x more likely to be good at identifying and developing leaders

Pote

ntial

Dim

ensio

ns Change

PotentialDriving and responding

to change; seeing opportunity in

uncertainty

Intellectual Potential

Thinking quickly and flexibly

People Potential

Adapting to complex and changing interpersonal

demands

Motivational Potential

Adapting personal drive and focus to achieve in

new and changing contexts Values+

4 leadership levels are present across all capabilities

LEVEL 4: Future

LEVEL 3: Whole

LEVEL 2: Diverse

LEVEL 1: Multiple

IndividualContributor

Demonstrating proficiency at each level requires Potential, Capability and Experience

A robust leadership strategy defines good leadership in your organisation.For leaders to rapidly adapt to different markets, cultures and business challenges they need to beversatile thinkers; demonstrating capabilities that align with the demands of their role.

Efficient Customised and benchmarked

Elegantly simpleWe use our standard framework because effectiveness is primarily determined by 8 core capabilities and 4 potential areas

We tailor our standard framework to align with the organisation's language, brand, and existing leadership processes

We develop a single integrative framework incorporating all leadership capabilities and levels, and separating out potential factors

Transitions defined by context

Comprehensive not exhaustive

Fit for purpose

We define the transition differences between levels in terms of the increase in complexity of situations demanding the skill

Enterprise capability distinct based on our research into the specific demands that distinguish this leadership level from all other levels

Personal qualities, capabilities and values are orthogonal allowing different “fit for purpose” methodologies to assess and develop them

What makes us different?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive Edge

Driving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

© 2017 Deloitte Consulting GmbH

Organisations that have a leadership framework reap sizeable benefits:

Organisations high in Leadership Maturity:

How does your leadership strategy measure up?

A well-designed leadership framework fosters one unified language of leadership that is aligned to an organisation’s business strategy.

20xBetter at employee retention

12xBetter at executing change and growth

8xBetter at creating a performance based culture

8xBetter at building talent bench strength

Yet, few companies are taking the right approach!

4%Percentage of executives surveyed who rated their organisation’sleadership development as ‘very effective’

2%Even less executives think that the their succession management is what it should be

Deloitte research sources: The Leadership Premium: How companies win the confidence of investors (2012); Talent 2020 (2011-12); Leadership Development Factbook 2012.; High-Imapct-Leadership. Bersin by Deloitte (2016)

• Have 37% more revenue per employee

• Are 5x more likely to anticipate change

• Are 10x more likely to be good at identifying and developing leaders

Pote

ntial

Dim

ensio

ns Change

PotentialDriving and responding

to change; seeing opportunity in

uncertainty

Intellectual Potential

Thinking quickly and flexibly

People Potential

Adapting to complex and changing interpersonal

demands

Motivational Potential

Adapting personal drive and focus to achieve in

new and changing contexts Values+

4 leadership levels are present across all capabilities

LEVEL 4: Future

LEVEL 3: Whole

LEVEL 2: Diverse

LEVEL 1: Multiple

IndividualContributor

Demonstrating proficiency at each level requires Potential, Capability and Experience

A robust leadership strategy defines good leadership in your organisation.For leaders to rapidly adapt to different markets, cultures and business challenges they need to beversatile thinkers; demonstrating capabilities that align with the demands of their role.

Efficient Customised and benchmarked

Elegantly simpleWe use our standard framework because effectiveness is primarily determined by 8 core capabilities and 4 potential areas

We tailor our standard framework to align with the organisation's language, brand, and existing leadership processes

We develop a single integrative framework incorporating all leadership capabilities and levels, and separating out potential factors

Transitions defined by context

Comprehensive not exhaustive

Fit for purpose

We define the transition differences between levels in terms of the increase in complexity of situations demanding the skill

Enterprise capability distinct based on our research into the specific demands that distinguish this leadership level from all other levels

Personal qualities, capabilities and values are orthogonal allowing different “fit for purpose” methodologies to assess and develop them

What makes us different?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive Edge

Driving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

© 2017 Deloitte Consulting GmbH

Organisations that have a leadership framework reap sizeable benefits:

Organisations high in Leadership Maturity:

Deloitte research sources: The Leadership Premium: How companies win the confidence of investors (2012); Talent 2020 (2011-12); Leadership Development Factbook 2012.; High-Imapct-Leadership. Bersin by Deloitte (2016)

Deloitte Leadership assessments are designed specifically to inform the key decisions about leaders.

Examples of aggregate reporting:

Provides talent profile

Informs ‘Build or Buy’

decisions

Pinpoints cultural / team dynamics issues

Targets development

spend

Quantifies bench strength;

highlights strengths & gaps

Comprehensive, data-driven leadership strategy

Predictive of ‘headroom’ Deep individual insightWe focus on the potential of the individual and the speed at which they are likely be able to transition to more demanding roles

We use holistic interviewing to understand the person before making any judgements, to ensure a high level of quality and insight

Global comparison Avoids bias Wide applicabilityBased on core algorithms that are subject to ongoing peer review to ensure inter-assessor reliability and global consistency of standards

Self-report measures are only used in combination with interview data to calibrate self-perception distortions and avoid adverse impact

Our assessment methodology can be delivered anywhere in person or remotely

What makes us different?

How data-driven is your leadership strategy?

Succession

…provide robust data for… …key leadership decisionsAssessment outputs…

Evaluating pipeline

Talent reviews

Building bench strength

Who should be on the succession list?

How strong is our pipeline vs. global benchmarks?

How do we rate potential?

Where should we target our development spend?

Aggregate reports

Individual reportsBusiness transformation

M&A

Organisational restructure Who is best placed to lead in the future landscape?

Who can lead the transformation?

Who is the best fit for new teams?

© 2017 Deloitte Consulting GmbH.

Grounded in over 25 years of research, our assessments are conducted by experienced assessors andincorporate data from multiple sources – psychometric evaluation, interview and business thinkingexercises – to draw contextualised, evidence-based and in-depth psychological insights into leaders’strengths and capability gaps.

Deloitte Leadership assessments are designed specifically to inform the key decisions about leaders.Grounded in over 25 years of research, our assessments are conducted by experienced assessors and incorporate data from multiple sources – psychometric evaluation, interview and business thinking exercises – to draw contextualised, evidence-based and in-depth psychological insights into leaders’ strengths and capability gaps.

Deloitte Leadership assessments are designed specifically to inform the key decisions about leaders.

Examples of aggregate reporting:

Provides talent profile

Informs ‘Build or Buy’

decisions

Pinpoints cultural / team dynamics issues

Targets development

spend

Quantifies bench strength;

highlights strengths & gaps

Comprehensive, data-driven leadership strategy

Predictive of ‘headroom’ Deep individual insightWe focus on the potential of the individual and the speed at which they are likely be able to transition to more demanding roles

We use holistic interviewing to understand the person before making any judgements, to ensure a high level of quality and insight

Global comparison Avoids bias Wide applicabilityBased on core algorithms that are subject to ongoing peer review to ensure inter-assessor reliability and global consistency of standards

Self-report measures are only used in combination with interview data to calibrate self-perception distortions and avoid adverse impact

Our assessment methodology can be delivered anywhere in person or remotely

What makes us different?

How data-driven is your leadership strategy?

Succession

…provide robust data for… …key leadership decisionsAssessment outputs…

Evaluating pipeline

Talent reviews

Building bench strength

Who should be on the succession list?

How strong is our pipeline vs. global benchmarks?

How do we rate potential?

Where should we target our development spend?

Aggregate reports

Individual reportsBusiness transformation

M&A

Organisational restructure Who is best placed to lead in the future landscape?

Who can lead the transformation?

Who is the best fit for new teams?

© 2017 Deloitte Consulting GmbH.

Grounded in over 25 years of research, our assessments are conducted by experienced assessors andincorporate data from multiple sources – psychometric evaluation, interview and business thinkingexercises – to draw contextualised, evidence-based and in-depth psychological insights into leaders’strengths and capability gaps.

How data-driven is your leadership strategy?

Deloitte Leadership assessments are designed specifically to inform the key decisions about leaders.

Examples of aggregate reporting:

Provides talent profile

Informs ‘Build or Buy’

decisions

Pinpoints cultural / team dynamics issues

Targets development

spend

Quantifies bench strength;

highlights strengths & gaps

Comprehensive, data-driven leadership strategy

Predictive of ‘headroom’ Deep individual insightWe focus on the potential of the individual and the speed at which they are likely be able to transition to more demanding roles

We use holistic interviewing to understand the person before making any judgements, to ensure a high level of quality and insight

Global comparison Avoids bias Wide applicabilityBased on core algorithms that are subject to ongoing peer review to ensure inter-assessor reliability and global consistency of standards

Self-report measures are only used in combination with interview data to calibrate self-perception distortions and avoid adverse impact

Our assessment methodology can be delivered anywhere in person or remotely

What makes us different?

How data-driven is your leadership strategy?

Succession

…provide robust data for… …key leadership decisionsAssessment outputs…

Evaluating pipeline

Talent reviews

Building bench strength

Who should be on the succession list?

How strong is our pipeline vs. global benchmarks?

How do we rate potential?

Where should we target our development spend?

Aggregate reports

Individual reportsBusiness transformation

M&A

Organisational restructure Who is best placed to lead in the future landscape?

Who can lead the transformation?

Who is the best fit for new teams?

© 2017 Deloitte Consulting GmbH.

Grounded in over 25 years of research, our assessments are conducted by experienced assessors andincorporate data from multiple sources – psychometric evaluation, interview and business thinkingexercises – to draw contextualised, evidence-based and in-depth psychological insights into leaders’strengths and capability gaps.

Deloitte Leadership assessments are designed specifically to inform the key decisions about leaders.

Examples of aggregate reporting:

Provides talent profile

Informs ‘Build or Buy’

decisions

Pinpoints cultural / team dynamics issues

Targets development

spend

Quantifies bench strength;

highlights strengths & gaps

Comprehensive, data-driven leadership strategy

Predictive of ‘headroom’ Deep individual insightWe focus on the potential of the individual and the speed at which they are likely be able to transition to more demanding roles

We use holistic interviewing to understand the person before making any judgements, to ensure a high level of quality and insight

Global comparison Avoids bias Wide applicabilityBased on core algorithms that are subject to ongoing peer review to ensure inter-assessor reliability and global consistency of standards

Self-report measures are only used in combination with interview data to calibrate self-perception distortions and avoid adverse impact

Our assessment methodology can be delivered anywhere in person or remotely

What makes us different?

How data-driven is your leadership strategy?

Succession

…provide robust data for… …key leadership decisionsAssessment outputs…

Evaluating pipeline

Talent reviews

Building bench strength

Who should be on the succession list?

How strong is our pipeline vs. global benchmarks?

How do we rate potential?

Where should we target our development spend?

Aggregate reports

Individual reportsBusiness transformation

M&A

Organisational restructure Who is best placed to lead in the future landscape?

Who can lead the transformation?

Who is the best fit for new teams?

© 2017 Deloitte Consulting GmbH.

Grounded in over 25 years of research, our assessments are conducted by experienced assessors andincorporate data from multiple sources – psychometric evaluation, interview and business thinkingexercises – to draw contextualised, evidence-based and in-depth psychological insights into leaders’strengths and capability gaps.

Leaders learn best from the experience of other leaders. In Deloitte we’ve created an cognitive basedand accelerated development approach that fast tracks leaders to think the way that the strongestleaders think. It enables them to rapidly adapt their leadership to different markets, cultures andbusiness challenges in a world of volatility, uncertainty, complexity and ambiguity (VUCA).

We know how to develop leaders for the VUCA world.

Additional ModalitiesDragon’s Den

Capability introduction

Reflection tasks

Schema inputs

Market Immersions

Black Swan Events

Deep dive models

Thinking tools

Videos

and many more

Our programmes ensure that learning is translated into true behaviour change

ActivateActivities to connect participants to their

past learning

AcquireExposure to the

schemas of expert leaders

ApplyActivities to develop

schemas through repeated problem solving; coach-led

reflection, learning from colleagues

StretchActivities to apply

schemas to new and unfamiliar problems

ReflectActivities to embed

and deepen learning through ongoing

reflection

Theory

How you thinkdrives what you do

Science

Learn from expert leaders’ thinking

Impact

Apply learning immediately

A schema, or mental model, provides leaders with a thinking framework

around specific capabilities

Researchers have identified predictive patterns in the way the

best leaders think when facing challenges

Leaders immediately apply expert schemas to personal challenges, which can help accelerate their

development

We pride ourselves on being more than your run of the mill leadership training consultants. We are businessconsultants with deep expertise in leadership and development. Our programmes and journeys aredesigned to make a lasting impact. They are pragmatic, dynamic, challenging and collaborative.

Digital MediumsFeedback and CoachingBreakout Groups(1:6 Facilitator to

Participant Groups)Group Business Projects

Delivery options

Engagement Leadership Development Experience

Programme Evaluation(eg., ROI, feedback, assessments)

Pre-development Engagement

(eg., Stakeholder input, communications, pre-work)

Evaluation

How well are you developing your leaders?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive EdgeDriving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

We facilitate leaders to develop their thinking by combining robust theory, science and contextualised application, increasing motivation and learning transfer to the workplace.

Science based Cognitive Memorable

We have researched how expertly versatile leaders think from our database of 500,000+ cognitions

We have identified the mental models expert leaders use for each leadership capability

We teach the mental models of expert leaders in order to enable behavior change

Accelerated Easily transferred Certified development coaches only

We train thinking using tools which mimic the way expert leaders think

We coach participants in applying expert models and tools to their own ‘live’ challenges

Trained and certified development coaches ensure learning, whether 1 : 1, in groups, on programmes, in journeys

What makes us different?

© 2017 Deloitte Consulting GmbH

Inputs from Subject Matter Experts

We know how to develop leaders for the VUCA world.Leaders learn best from the experience of other leaders. In Deloitte we’ve created an cognitive based and accelerated development approach that fast tracks leaders to think the way that the strongest leaders think. It enables them to rapidly adapt their leadership to different markets, cultures and business challenges in a world of volatility, uncertainty, complexity and ambiguity (VUCA).

Leaders learn best from the experience of other leaders. In Deloitte we’ve created an cognitive basedand accelerated development approach that fast tracks leaders to think the way that the strongestleaders think. It enables them to rapidly adapt their leadership to different markets, cultures andbusiness challenges in a world of volatility, uncertainty, complexity and ambiguity (VUCA).

We know how to develop leaders for the VUCA world.

Additional ModalitiesDragon’s Den

Capability introduction

Reflection tasks

Schema inputs

Market Immersions

Black Swan Events

Deep dive models

Thinking tools

Videos

and many more

Our programmes ensure that learning is translated into true behaviour change

ActivateActivities to connect participants to their

past learning

AcquireExposure to the

schemas of expert leaders

ApplyActivities to develop

schemas through repeated problem solving; coach-led

reflection, learning from colleagues

StretchActivities to apply

schemas to new and unfamiliar problems

ReflectActivities to embed

and deepen learning through ongoing

reflection

Theory

How you thinkdrives what you do

Science

Learn from expert leaders’ thinking

Impact

Apply learning immediately

A schema, or mental model, provides leaders with a thinking framework

around specific capabilities

Researchers have identified predictive patterns in the way the

best leaders think when facing challenges

Leaders immediately apply expert schemas to personal challenges, which can help accelerate their

development

We pride ourselves on being more than your run of the mill leadership training consultants. We are businessconsultants with deep expertise in leadership and development. Our programmes and journeys aredesigned to make a lasting impact. They are pragmatic, dynamic, challenging and collaborative.

Digital MediumsFeedback and CoachingBreakout Groups(1:6 Facilitator to

Participant Groups)Group Business Projects

Delivery options

Engagement Leadership Development Experience

Programme Evaluation(eg., ROI, feedback, assessments)

Pre-development Engagement

(eg., Stakeholder input, communications, pre-work)

Evaluation

How well are you developing your leaders?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive EdgeDriving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

We facilitate leaders to develop their thinking by combining robust theory, science and contextualised application, increasing motivation and learning transfer to the workplace.

Science based Cognitive Memorable

We have researched how expertly versatile leaders think from our database of 500,000+ cognitions

We have identified the mental models expert leaders use for each leadership capability

We teach the mental models of expert leaders in order to enable behavior change

Accelerated Easily transferred Certified development coaches only

We train thinking using tools which mimic the way expert leaders think

We coach participants in applying expert models and tools to their own ‘live’ challenges

Trained and certified development coaches ensure learning, whether 1 : 1, in groups, on programmes, in journeys

What makes us different?

© 2017 Deloitte Consulting GmbH

Inputs from Subject Matter Experts

Our programmes ensure that learning is translated into true behaviour change

How well are you developing your leaders?We pride ourselves on being more than your run of the mill leadership training consultants. We are business consultants with deep expertise in leadership and development. Our programmes and journeys are designed to make a lasting impact. They are pragmatic, dynamic, challenging and collaborative.

Leaders learn best from the experience of other leaders. In Deloitte we’ve created an cognitive basedand accelerated development approach that fast tracks leaders to think the way that the strongestleaders think. It enables them to rapidly adapt their leadership to different markets, cultures andbusiness challenges in a world of volatility, uncertainty, complexity and ambiguity (VUCA).

We know how to develop leaders for the VUCA world.

Additional ModalitiesDragon’s Den

Capability introduction

Reflection tasks

Schema inputs

Market Immersions

Black Swan Events

Deep dive models

Thinking tools

Videos

and many more

Our programmes ensure that learning is translated into true behaviour change

ActivateActivities to connect participants to their

past learning

AcquireExposure to the

schemas of expert leaders

ApplyActivities to develop

schemas through repeated problem solving; coach-led

reflection, learning from colleagues

StretchActivities to apply

schemas to new and unfamiliar problems

ReflectActivities to embed

and deepen learning through ongoing

reflection

Theory

How you thinkdrives what you do

Science

Learn from expert leaders’ thinking

Impact

Apply learning immediately

A schema, or mental model, provides leaders with a thinking framework

around specific capabilities

Researchers have identified predictive patterns in the way the

best leaders think when facing challenges

Leaders immediately apply expert schemas to personal challenges, which can help accelerate their

development

We pride ourselves on being more than your run of the mill leadership training consultants. We are businessconsultants with deep expertise in leadership and development. Our programmes and journeys aredesigned to make a lasting impact. They are pragmatic, dynamic, challenging and collaborative.

Digital MediumsFeedback and CoachingBreakout Groups(1:6 Facilitator to

Participant Groups)Group Business Projects

Delivery options

Engagement Leadership Development Experience

Programme Evaluation(eg., ROI, feedback, assessments)

Pre-development Engagement

(eg., Stakeholder input, communications, pre-work)

Evaluation

How well are you developing your leaders?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive EdgeDriving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

We facilitate leaders to develop their thinking by combining robust theory, science and contextualised application, increasing motivation and learning transfer to the workplace.

Science based Cognitive Memorable

We have researched how expertly versatile leaders think from our database of 500,000+ cognitions

We have identified the mental models expert leaders use for each leadership capability

We teach the mental models of expert leaders in order to enable behavior change

Accelerated Easily transferred Certified development coaches only

We train thinking using tools which mimic the way expert leaders think

We coach participants in applying expert models and tools to their own ‘live’ challenges

Trained and certified development coaches ensure learning, whether 1 : 1, in groups, on programmes, in journeys

What makes us different?

© 2017 Deloitte Consulting GmbH

Inputs from Subject Matter Experts

Leaders learn best from the experience of other leaders. In Deloitte we’ve created an cognitive basedand accelerated development approach that fast tracks leaders to think the way that the strongestleaders think. It enables them to rapidly adapt their leadership to different markets, cultures andbusiness challenges in a world of volatility, uncertainty, complexity and ambiguity (VUCA).

We know how to develop leaders for the VUCA world.

Additional ModalitiesDragon’s Den

Capability introduction

Reflection tasks

Schema inputs

Market Immersions

Black Swan Events

Deep dive models

Thinking tools

Videos

and many more

Our programmes ensure that learning is translated into true behaviour change

ActivateActivities to connect participants to their

past learning

AcquireExposure to the

schemas of expert leaders

ApplyActivities to develop

schemas through repeated problem solving; coach-led

reflection, learning from colleagues

StretchActivities to apply

schemas to new and unfamiliar problems

ReflectActivities to embed

and deepen learning through ongoing

reflection

Theory

How you thinkdrives what you do

Science

Learn from expert leaders’ thinking

Impact

Apply learning immediately

A schema, or mental model, provides leaders with a thinking framework

around specific capabilities

Researchers have identified predictive patterns in the way the

best leaders think when facing challenges

Leaders immediately apply expert schemas to personal challenges, which can help accelerate their

development

We pride ourselves on being more than your run of the mill leadership training consultants. We are businessconsultants with deep expertise in leadership and development. Our programmes and journeys aredesigned to make a lasting impact. They are pragmatic, dynamic, challenging and collaborative.

Digital MediumsFeedback and CoachingBreakout Groups(1:6 Facilitator to

Participant Groups)Group Business Projects

Delivery options

Engagement Leadership Development Experience

Programme Evaluation(eg., ROI, feedback, assessments)

Pre-development Engagement

(eg., Stakeholder input, communications, pre-work)

Evaluation

How well are you developing your leaders?

InspirationalLeadership

Getting people to follow you

ExecutionAchieving results through others

InfluencePersuading and

influencing stakeholders

CollaborationCreating synergies through working in

partnership

DirectionProviding vision and

direction

BusinessJudgement

Showing commercial acumen

Competitive EdgeDriving change and innovation

BuildingTalent

Building capability for competitive advantage

Capa

biliti

es

We facilitate leaders to develop their thinking by combining robust theory, science and contextualised application, increasing motivation and learning transfer to the workplace.

Science based Cognitive Memorable

We have researched how expertly versatile leaders think from our database of 500,000+ cognitions

We have identified the mental models expert leaders use for each leadership capability

We teach the mental models of expert leaders in order to enable behavior change

Accelerated Easily transferred Certified development coaches only

We train thinking using tools which mimic the way expert leaders think

We coach participants in applying expert models and tools to their own ‘live’ challenges

Trained and certified development coaches ensure learning, whether 1 : 1, in groups, on programmes, in journeys

What makes us different?

© 2017 Deloitte Consulting GmbH

Inputs from Subject Matter Experts

Delivery options

Capa

bilit

ies

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.

Deloitte provides audit, consulting, financial advisory, risk management, tax and related services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 240,000 professionals are committed to making an impact that matters.

© 2017 Deloitte Consulting GmbH. Company Location Wien | Company Register Wien | FN 212552 b

ContactJan KrimsDirectorTel +43 (0)1 537 00 - [email protected]

Deloitte Consulting GmbHRenngasse 1 / Freyung1010 Wienwww.deloitte.at/leadership