Introduction

Deloitte is one of the biggest accounting firm and the largest professional services
network in the world by the number of professionals and revenue. The headquarters of the
Deloitte is located at London, England. Deloitte was founded by William Welch Deloitte in 1845
in London. In 1890, it was expanded into the United States. It was merged with Haskins & Sells
to form Deloitte Haskins & Sells in 1972 and with Touche Ross in the US to form Deloitte &
Touche in 1989. Deloitte is providing the services of audit, consulting, financial advisory, risk
advisory, tax and legal service with approx. 312,000 professionals globally.

Mission Statement
Our mission is to help our clients and our people excel. We are one of the world’s leading
business advisory organizations. Our size, strength and resources will help us carry out our
mission now and in the future.

Vision Statement
We aspire to be the Standard of Excellence, the first choice of the most sought-after
clients and talent.

Product and Services

Deloitte firm offers the services in the following functions, with country-specific
variations on their legal implementation i.e. all operating within a single company or through
separate legal entities operating as subsidiaries of an umbrella legal entity for the country.

 Audit
 Consulting
 Financial Advisory
 Risk Advisory
 Tax and Legal
Organizational Chart

Decision Making in Organization

A well-run Organization must be able to make swift, high quality decisions that support
the execution of its overall strategy and meet its financial targets. Deloitte has found that
focusing on improved decision making can provide information to leaders about managing the
multiple demands by the market place, empowering levels of the organization to function
efficiently and bringing clarity during a time of competing priorities. Further, improving the C-
Suite understands of their potential biases in decision-making and arming them with tools to
fight against these pitfalls greatly reduces the negative consequences of poor decisions.
Organization Environment and Culture
Organizational culture is the Organization’s orientation towards its employees and
customers, and includes written and verbal circulated rules that guide the employees’ behavior
added the aspect of stable beliefs, values and principles developed and shared within the
organization. Culture can determine success or failure during times of change: Mergers,
acquisitions, growth, and product cycles can either succeed or fail depending on the alignment of
culture with the business’s direction.

Deloitte has a strong culture environment because in stable organizations like Deloitte, the
competitive advantage can be achieved using internally focused strategies. Culture in which the
core values are intensely held and widely shared in unpredictable times, Organizational survival
depends on understanding a broader external ecosystem where purpose and goals are targeted to
the customer mission.

An effective innovation leader should encourage creativity and risk taking, while also practicing
a tolerance for failure. The setting and agreeing on the risk taking bandwidth help to practice the
leader recognized as a learning experience when the process had failure. A leader of Deloitte
named Gartner evaluates on the ability to articulate logical statement about current and future
market direction, innovation, customer need competitive forces.

When an organization has a strong culture, it keeps their employees actively and passionately
engaged. A strong culture impacts the values and norms of an organization. It creates and
supports the mission, vision and values. The type of culture you have influences your financial
growth, internal communication, level of risk-taking, and innovation. Your culture determines
what your clients expect from you and if you are the type of company they could get along with.

Feature of Organization Culture

Attention to details
It is a degree to which employees are expected to exhibit precision, analysis, and
attention to detail. It defined the organization look more details to accurate the values of the
organization comprise with the organization culture. For an example, the senior manager of
Deloitte, Kurt Hauermann looks for the data risk management, data management technology and
data governance as the dimensions that uniquely combine to deliver business value.
Outcome Orientation
It is a management focuses on the result rather than on processes used to achieve them. It
extends into the workplace, and employees are reviewed regularly on a performance basis and
the only thing that matter is the end of the result.

People Orientation
People orientation takes into consideration the effect of outcome of people within the
organization and it is also sensitive to individual with the decisions. The culture cares at the
employee in the organization. For an example, Deloitte believes that the employees can do their
best work when they growth and know the value. Besides that, Deloitte has 148,000 people work
in 150 countries in the organization and the developing talent is a top priority because people are
the very reason client service excellence is a hallmark of Deloitte.

Team Orientation
It defined the works organized around teams rather than individual. A recent article
(Donna Eigen) shows that there are number of tactics that can foster a team orientation, from
team building and diversity workshops to retreats, merit system that identify and recognize team-
oriented behavior and processes that facilitate project teams.

Aggressiveness
It determined that the employees are expected to be competitive rather than easy going. It
looks for the immediate results and lead to immediate reward. In June 2012, Deloitte discuss
about the objectives of transparency and financial stability is often seen as being juxta-
positioned. The impact on the public policy objective debate and highlighted the question of the
interaction in the financial of Deloitte.

Stability
It means that the organization activities emphasize maintaining the status quo rather than
change. In New York, 16 March 2012, Deloitte welcomes the Financial Stability Board’s call to
improve the dialogue between external auditors and prudential supervisors and regulators of
financial institutions in the wake of the recent global financial crisis.

Leaders often grapple to find more effective ways to compete, claim new markets, and
innovate for growth. Executing a winning strategy takes a unified organization working
harmoniously to deliver on the business ambition through shared beliefs, common behaviors and
a collective goal. It takes culture. Specifically, it takes the right culture one that fits your
organization and drives the outcomes you need. Deloitte's network of member firms takes an
approach that enables organizations to define a workplace culture that can enable their business
strategy, pinpoint their existing cultural strengths and gaps, and then continuously cultivate the
culture that’s right for them. Put your workplace culture on the right path. Navigate, cultivate,
elevate.

Organizations that take a proactive approach to creating a culture defined by meaningful work
and deep employee engagement can outperform their peers. Deloitte that proactively manage
culture demonstrate revenue growth over a 10-year period that is, on average, 516 percent higher
than those who do not. However, companies should recognize that culture and engagement while
linked are two different concepts.

Culture is a system of values, beliefs, and behaviors that shape how actual work gets done."The
way things work around here." In contrast, engagement is about employees' level of commitment
to the organization and their work "how people feel about the way things work around here."
Both are critical to business performance, hiring, retention, and innovation. For example,
Deloitte organizations that actively manage their cultures typically have 30 percent higher levels
of innovation and 40 percent higher levels of retention. Additionally, companies with highly
engaged workforces outperform their peers by 147 percent in earnings per share and their
employees are 87 percent less likely to leave.

Environmental Factors
Deloitte’s approach to sustainability is twofold: initiatives the champion across the global
network to reduce the environmental impact of Deloitte’s people and services. Deloitte member
firms deliver to clients to advance sustainability practices. Deloitte is committed to helping its
people adopt and share sustainability-focused approaches in their professional lives and through
engagement where they live and work. By sharing leading practices across our network, Deloitte
is able to amplify its positive impact.

Environmental sustainability continues to be a C-suite level priority for Deloitte and

advancing Deloitte’s progress on sustainability and climate change has been prominent on the
agenda of the Deloitte Societal Impact Council, a senior leadership group focused on Deloitte’s
social impact and responsible business agenda.

Deloitte environmental efforts are mostly driven by external factors, while their plans
should be internally-driven and purpose led. External stakeholders are important, but they can
also hold you back from doing responsible business. Waiting for new regulations or fearing a
client’s response won’t create long-term strategies.

The internal factors refer to anything within the company and under the control of the
company no matter they are tangible or intangible. These factors after being figured out are
grouped into strengths and weaknesses of the company. If one element brings positive effects to
company, it is considered as strength. On the other hand, if a factor prevents the development of
the company, it is a weakness. Within the company, there are numerous criteria need to be taken
into consideration.

On the contrary to internal factors, external elements are affecting factors outside and
under no control of the company. Considering the outside environment allows businessmen to
take suitable adjustments to their marketing plan to make it more adaptable to the external
environment. There are numerous criteria considered as external elements. Among them some
most outstanding and important factors need to listed are current economic situation, laws,
surrounding infrastructure, and customer demands.

It is increasingly evident that enduring commercial success is linked to a commitment to

sustainable development. To fully benefit from this association, businesses need to encapsulate it
in a clear purpose. That purpose should be compatible with the Sustainable Development Goals
and needs to shape the way the business is both designed and run. They call this 2030 Purpose.

An authentic purpose is one that is lived through the actions of the business. A balance
needs to be continually maintained between emphasis on short term imperatives and longer term
external commitments, while understanding developing stakeholder expectations. Finally, the
purpose should be applied consistently, enduring well into the future and transcending corporate
changes.
Planning
Planning defined the goals, establishing strategies to achieve goals, developing plans to
integrate and coordinate the activities within the company. It is close connected with the
creativity and the innovation, it also set up the objectives and develops the appropriate course of
action to achieve these objectives. For an example, Deloitte plans to get a new video
conferencing system to get close and communicate easily with all foreign branches to get the
high decision making.

Planning is a mental process requiring foresight and sound judgement. It involves the
laying of objectives and determining the course of action to achieve the objectives. Objectives
have to be clarified before taking any other decisions. They provide the basis for the future and
for evaluating the performance with the pre-determined standards.

Planning is based on future situations and is a must at all levels of management. The
success of a plan, therefore, lies in the manager’s ability to forecast future situations correctly
and accurately. Thus planning implies, deciding in advance what to do, when to do, where to do
and how the results are to be evaluated.

Planning is a continuous process. It is required to ensure effective utilization of human

and non-human resources to accomplish the desired goals. The process of planning thus involves
the following activities:

 Laying down objectives

 Developing planning premises
 Searching alternative courses of action
 Evaluation of various alternatives and formulation of a plan
 Formulating policies and procedure
 Preparing schedules, programmes and budgets

Strategic Management

Competitors
Deloitte's top competitors include RSM US, Publicis Groupe, EPAM Systems,
Accenture, Ernst & Young, KPMG and PwC.
Competitive Strategy
The forces that shape competitive strategy require the analysis, leadership and forward
thinking that can take your health care organization beyond the vision you see today. Deloitte’s
health care strategy professionals help address challenges and provide data driven services and
insights to help you remain competitive in this evolving health care landscape.

The advice we impart to you builds upon Monitor Deloitte’s long history of research and
innovation. Our health care strategy practice uses an extensive set of proprietary data sets and
methodologies to help health care executives tackle some of their most complex strategy issues,
including:

 Long-term planning
 Scenario development and analysis
 Integrated growth and service line strategies
 Strategic partnerships/joint ventures
 Next generation delivery models including retail health care

Strengths

 Business-led and IT-enabled approach to the client’s.

 Experts in audit business having over 180,000 employees.
 Has its presence in over 150 countries.
 Deloitte is amongst the "Big Four" professional services firm.

Stakeholder expectations for growth and profitability have increased while the global
business environment grows more complex and fluid. In this environment, the influence and
agenda of marketing executives have expanded, yet their organizational context has not fully
caught up—they often have only indirect input on many of the critical customer and marketing-
related decisions enterprises need to make. Navigating these tensions is what today's chief
marketing officers (CMOs) face.

In fact, marketing executives have conflicting mandates. On one hand, they are asked to set
the strategy for growth, build marketing capabilities, align the organization around customer
experience, drive innovation, educate the organization about new digital, social, and mobile
channels and customer opportunities, and bring the voice of the customer into the enterprise. But
CMOs typically are also pressured to leverage new marketing-related technologies and
demonstrate near-term impact and return. Balancing the long-term view in a short-term world—
and often doing so globally—is no easy task for an executive.

Monitor Deloitte's Customer and Marketing Strategy professionals work with marketing
executives, particularly CMOs, to design and deliver customer and marketing-anchored change
and growth in their enterprises. Our services center on three types of customer and marketing
transformations: growth and marketing transformation, marketing analytics and operations
transformation, and customer experience and service transformation.

Deloitte’s strategic planning professionals help clients achieve and sustain superior
performance by linking tangible actions to a clear corporate vision. Deloitte’s strategic planning
approach aims to sustain and increase company value while taking into consideration the overall
growth rate of the market. Within the context of strategic planning, all the internal and external
factors affecting company development (competition, trends, technology, regulations,
demographic change, company location, distribution or corporate assets, company pricing policy,
etc.) are evaluated and vision, targets, main initiatives, and corporate level performance
indicators are defined. Parallel to growth, organization and business processes become more
complex; and coordination among business units and monitoring goals gain priority. At each
level of the organization, performance management helps keep the focus on the crucial targets
composing a company’s strategy.

A recent Deloitte survey conducted among over 1,000 respondents from companies operating
in China shows that the epidemic will adversely affect sales volume and cash flows as well as the
ability to serve clients/consumers and manage business. Significant risks also include ensuring
the safety of employees returning from vacations and business trips, difficulties related to supply
of raw materials, lack of tools for organizing remote work. Company executives also point out
that COVID-19 will have an impact on performance efficiency of organizations: 46% of
respondents expect a reduction in performance targets in 2020.

Deloitte should ensure the safety of working environments by thoroughly cleaning and
disinfecting workplaces. In the event that an employee is suspected of being infected with
COVID-19, a clear process must be in place for removing that employee from the facility, and
for proper treatment of the facility. The Occupational Safety and Health Organization (OSHA) in
the United States has stated that COVID-19 is a recordable illness and therefore requires that the
appropriate paperwork be filed, whether the employee was infected during travel for business or
at a company site.

Organizational Design
Organization design can be a significant accelerator in performance of complex business
environments. By creating direct alignment of the organization to its strategy and business
model, the performance of people within the business is enhanced with corresponding benefits to
results. Individual Deloitte firms have access to the skills and knowledge of, and the ability to
consult within, the Deloitte organization. They also enjoy the benefit of Deloitte’s market
recognition and reputation. Deloitte Global itself does not provide services to clients, nor does it
direct or control the decisions Deloitte firms make with respect to the clients they serve.

Deloitte, a company’s management structure is decentralized, with shared power and

authority at all levels, the culture is likely to be more independent, personalized and accountable.
Span of control refers to reporting relationships within the organization. A manager’s direct
reports compose his or her span of control. In Deloitte, it has designed the structure into wide
span of control with network. There must a manager who responsibility to manage a large
number of employees with efficiency and effectiveness. The number of employees can be
hundred or more than hundreds. The number of employees that manager can directly control by
using video conferencing, broad of director in UK can direct control the office of CEO of 150
countries.

It determines the number of employees who can effectively and efficiently supervised by
a manager. It needs the number of managers an organization needs which based on the number
of employees and departments a company has.

Deloitte, geographic organizational structure allows for each business unit or office to
operate as its own entity based on where it’s located. Many organizations may experience more
or less business opportunity in different places. This can increase or decrease financial budgets,
revenues, the number of employees at the location and their salaries. An area’s cost of living may
also play a factor in the overall operations at each location.

Deloitte also practices and combining their type of geographical structure to another
modern structure known as network. While business giants risk becoming too clumsy to proact
(such as), act and react efficiently, the new network organizations contract out any business
function, which can be done better or more cheaply. In essence, managers in network structures
spend most of their time coordinating and controlling external relations, usually by electronic
means.

Hence we can summarize, Deloitte employing geographic organizational structure have

competitive advantages in their coordination, offering customized quality customer services,
enhancing the facilitation in communication, customized management and problem solving,
facilitates teamwork and decision making.

The number of people working from home has doubled during the coronavirus crisis. The
pandemic is likely to cause a permanent increase in remote working even after the crisis. An
overwhelming majority of people currently working from home believe that doing so does not
harm their productivity. However, many challenges remain, and businesses need to take action to
make sure they can support their employees adequately.

Deloitte to understanding and managing culture is applicable in many different situations

which organizations face. This appreciation is particularly significant in strategic, technological
or structural change, strategy development and becoming a flexible, agile and responsive
organization.

Deloitte’s culture has the characteristics of team orientation. Team orientation refer to the
company believe team helps to get better results compare with individual. Deloitte has the
leadership team of our strategy and operation practise focuses on understanding the complex
needs of customers. According to Deloitte, 2012, building out a team selling seems more
effective to accomplish by breaking down the plan one step at a time. It shows that Deloitte
believe than working in team is really work and effective. By using video conferencing, leader at
UK can direct guide and control his or her team efficiency and effectiveness.
 Moreover, Deloitte is a company which aggressiveness. Deloitte will reward his
employees when they are getting the job done. Deloitte provide wellness program for his
employee’s health. According to Deloitte, 2010, Organizations succeeding in every way
generally require a robust wellness program which comprise 7 characteristics such as vision,
optimism, strong employee engagement, and an investment mentality the least are the most
likely to press their advantage and pursue one aggressively. From the statement above, it can be
effectiveness aggressive in an organization.

Human Resources Management

A major factor in the success of high performing organizations is their people. Hence
today, HR function is faced with the challenge of developing people to perform better and help
in achieving the business goals. Shortage of talent and high employee turnover rates has made
the HR issues a top priority while developing the business strategy of an organization. Earlier
HR department was considered as an administrative function and a cost centre. But now, HR is
taking a strategic role in the business with HR strategy being aligned with the business strategy.
Organizations today realize the importance of people in achieving their business goals. Hence,
there needs to be a sound HR strategy which can convert this critical resource into a competitive
advantage for the organization.

Deloitte has developed a generic HR strategy framework that helps the companies to
develop HR services which are needed for businesses to survive and grow in today’s challenging
environment.

 Align HR Services
 Deliver Value
 Define Value
 HR Strategy

As the HR function takes a more strategic role in the organization, the company
constantly keeps a check on the skills required by the workforce in future. This involves the
knowledge and skills that are required and hence identify the competencies which need to be
developed. This forms a basis for the HR staff to identify the training needs of the employees.
There is still a debate as to whether training actually helps in achieving the business goals.
 The HR strategy also includes policies on succession planning, employee retention
strategies, etc. This helps the company to be prepared for the dynamic business environment and
helps it to deal with risks more effectively. HR strategies of Deloitte are developed in such a way
as to motivate employees like performance-based pay, employee engagement, and appropriate
job design, etc. it will result in higher performance and will thus result in achieving the business
goals as well. HR, thus, helps in increasing its contribution to the business in the following ways:

Succession Planning
Developing future leaders by starting leadership development programs.

Talent Management
Providing attractive career paths to star performers and keeping the employees engaged
to work towards achieving business goals.

Employee Retention Strategies

Providing high incentives to critical talent to develop a high performing culture.

Training and Development

Providing training opportunities to the workforce to upgrade their skills and capabilities,
and thus making them more employable.

Involving the employees of the organization in the strategy formulation process results in
successful implementation and achievement of the business goals. Hence, in order to achieve
business excellence, there needs to be an integration of the HR strategy with the business
strategy which will make the organizations proactive towards risks and are easily able to change
their strategy according to changing business environment.

As a result of achieving employee satisfaction, the organization would have lesser

problems in absenteeism, less turnover, employees would give their best performance and would
show more loyalty. Therefore, it can increase the productivity and improve the performance of
the organization. Otherwise, the lower the satisfaction, the more likely employees to be absent
from work. Hence, absenteeism and turnover within the organization will gradually increase day
by day. Thus, it can affect the performance of the company.
Motivating & Leading Employees
Deloitte can use various modes of financial rewards to motivate their employees. There
are four types of rewards in organizations are:

Membership and seniority-based rewards

Benefits to employees depend on when they have joined an organization and their stay in
a job. Usually advancement, pay raise and benefits depend on the seniority of the employees.

Job status-based rewards

Financial rewards are given according to the position in job hierarchy. This type of
reward distribution ensures internal equity. Employees perceive their pay to be fair in
comparison with others in the organization.

Competency-based rewards
Modern organizations are increasingly rewarding their employees on the requisite
competencies. Competencies are the knowledge, skills and the abilities (KSAs) employees
possess for delivering the performance on the job. Objective of such reward is to motivate the
employees to acquire new skill sets.

Thus the relationship between motivation and performance can be a mutually reinforcing
one. Yes, motivated individuals may do more work, but this will need to be carefully managed if
they aren’t going to spend most of their energy on aspects of work they find stimulating, which
may be of little or no benefit to the company.

Yes, motivated employees in Deloitte may be more productive, provided they have the
requisite skills to do the job and the perception to realize whether they have or not. It is just as
important to take steps to improve ability by means of good selection and training as it is to pay
attention to motivation.

Formalization shows the jobs within the organization are standardized and the extent to
which employee behavior is guided by rules and procedures. A highly formalized jobs offer little
over what is to be done and the low formalization means fewer constraint on how employees do
their work. For example, the IT department of Deloitte format up the time of the connection to
each branch and the performance of the video conference. So that, the interviewer won’t waste
the time to wait for the connection and can arrange the accurate time to arrive the room.

Leading defined the working through people to accomplish goals. It means how the
leader uses their skill to lead the group to achieve the goals and the successful. Leading requires
to coach, assists, and problem solve with employees. Then, the Deloitte decided who will attend
the video conferencing to get the decision making.

From the Deloitte’s official website, the financial rewards and financial compensation
system are the motivation tools available to the employees of the Deloitte. Deloitte believes that
the rewards system is the right driver to the employees perform the work commitment and
employee’s performance. However, attention should be paid to non-financial incentive tool. It is
more difficult to define these tools as an important role to motivate employees to perform.
Broadly speaking, they can be included in the corporate culture. The reason is often the corporate
culture which the employee expects in the company of their choice.

The employee’s quality is reflected in a certain component of the employee’s

compensation. According to the performance management of Deloitte, they consider that the
compensation aligned with success in fulfill the goals of the company and often also the goals of
the team and the individual.

Deloitte use the proportion of the individual components of the employee total based on
the job and the job description. Besides that, Deloitte indicate the high position of the employee
in the structure will get the high proportion.

At the end, Deloitte use the rewards and compensation to motivate the employee to work
hard and show the benefit of the reward and compensation to drive the employee work hard.