| Deloitte Consulting | 1633 Broadway, New York, NY 10019 |
| www.deloitte.com | (212) 492-4154 |
 |
|
Global relationship builders
Deloitte & Touche (D&T), one of the Big Five professional services firms, is the American branch of Deloitte Touche Tohmatsu, a global leader in professional services with 82,000 employees in over 130 countries. The firm's consulting arm, Deloitte Consulting, ranks as one of the largest consulting practices in the industry with over 15,000 employees, exploiting the firm's expertise in international business and its global resources. Deloitte Consulting complements its parent company's other competencies, and counts more than half of the Fortune 100 among its clientele. The firm emphasizes the building of long and lasting relationships with its clients - more than 75 percent of its business comes from repeat customers.
Leaders in consulting
D&T's consulting practices - the largest of which is Deloitte Consulting - have grown rapidly in recent years, increasing their revenue by 31 percent in 1999. (D&T also counts its Management Solutions, Emerging Markets, Financial Advisory, Enterprise Risk, and Human Capital Advisory Services groups as part of its management consulting practice.) The firm is considered the leader in certain fields, such as systems integration consulting. Relationships with software and systems companies like Oracle, Baan, and SAP only enhance Deloitte Consulting's techno-savvy and skill in the implementation of ERP software. Deloitte is increasingly emphasizing its global reach, with a Global Career Development Program, an exchange program that allows consultants to work in different offices worldwide.
E-business escalation
Deloitte Consulting has been aggressively expanding into the e-business space as well, with the late 1999 launch of a Global e-Business Initiative responsible for the firm's e-business-related operations and strategy; by mid-2000, Deloitte had completed or was working on 600 projects with e-business components. Deloitte is also trying to ensure that all of its consultants are familiar with the changes associated with doing business online: the firm is providing a minimum of 40 hours of e-Business training to partners and staff, using an online e-learning program. The firm struck a major alliance in this area in February 2000, partnering with Chase Manhattan Corp. to start a company that will help businesses procure goods and services online.
Venturing onwards and upwards
The company has also recently launched Deloitte Consulting Ventures, a $500 million VC fund that will focus on e-business ventures and incubator opportunities. The firm is currently developing a procedure for Deloitte staff to share in the fund's investments. In the coming months, the firm plans to begin accepting ideas for incubator consideration from its employees, allowing Deloitte's consultants to take their ideas from the strategy stage through implementation.
Establishing a rep
In 1998, D&T set aside $25 million for an aggressive advertising campaign designed to differentiate it and its consulting arm from the rest of the Big Five. Called "Them/Us," the ads targeted Andersen as "distracted by infighting," and portrayed PricewaterhouseCoopers and KPMG as part of an undifferentiated mass. In 2000, Deloitte launched a global advertising initiative intended to highlight Deloitte's e-business expertise, nicknamed the "Passion Campaign". The firm already has a reputation as a nicer place to work than the other Big Five - it earned the No. 31 spot in Fortune's 2000 list of the 100 Best Companies to Work For. That marked the third straight year the firm made the list (though it fell from its No. 8 position in 1999). In addition, Deloitte has earned high praise for its Women's Initiative, which has been successful in hiring and promoting women to positions of power as well as decreasing turnover among women. Working Mother Magazine has also recognized Deloitte's woman-friendly environment - the magazine has named the firm one of the top 100 companies for working mothers for the past six years.
New business
The firm has done so well at consulting that its employees have created their own spinoffs. In April 1999, roughly 1,000 D&T consultants decided to leave the company to start their own firm after being stymied by having to turn down assignments due of conflicts of interest with DC's parent company. That same month, Deloitte reorganized the structure of its Western European operations. The consultancy's Canadian business has also been active in 1999, buying a piece of human resources firm Morneau Sobeco, and selling IT service division DRT Systems International.
|
|
For the most part, at Deloitte Consulting "there are very few technical questions asked during the interview process. There isn't much emphasis on grilling recruits to determine their technical abilities because the recruits' academic records should speak for themselves." Applicants to the more technically-oriented areas are warned to be ready for an occasional question testing their aptitude, though it will not necessarily be the determining factor in hiring decisions. There may also be "a little written test - something quantitative that's quick and dirty." Insiders tell us that coming up with the right answer on the cases is less important than "an indication of a rational thought process and a common sense approach." In fact, "most of the questions asked are 'What would you like to do? Where you see yourself down the road? What previous experience do you have?'" In other words, Deloitte "spends a lot of time on fit." For example, for MBAs, "they do the fit interview first and the case interviews second. Everyone else does them the other way around." Explains one source: "Deloitte is a place that really looks for people who will fit into the collegial culture." Another insider cautions applicants, "Don't be a stuck-up snob - it tens to linger in people's minds. Incredibly bright people who can work in teams are valued here."
"Quantitative analytical capabilities" are, as usual, of paramount importance for consultants, since "the client throws books and books of data at you, and it's your job to sift through them." Other valued assets include "oral and written communications skills, especially in a presentation format," and "a history of leadership." In fact, sources warn that without leadership experience, it may be difficult to obtain an interview. Volunteer activities are suggested as a suitable means by which to acquire such experience. While Deloitte "wants someone who is well rounded more than [someone] in the top 5 percent of their class," grades do have importance. The prestige of a candidate's school also matters. In fact, the pay scale is "pretty much the same for the top six to eight [business schools], but after that it is different," to the tune of $20,000 to $30,000 in initial pay.
Most people who have been through the consulting interview process describe it as "fairly long and stressful," but "not as rigorous as investment banking interviews." Deloitte "lets you know shortly [afterwards] by giving a phone call and sending a basket of goodies."
|
|
Working and living in harmony
Deloitte Consulting likes to emphasize that "experience teaches better than training." The lack of ego is also refreshing, say insiders: "People don't go around bragging about where they went to school. The jerk is the exception." While most consultants acknowledge that "we aren't a McKinsey or Andersen," they feel "we are well known." Deloitte consultants emphasize that their "collaborative and supportive" environment is "professional with a social attitude - we work hard and play harder." Indeed, even though consultants work "intensely demanding schedules," they say that the firm has an "extremely flexible" approach to the ways in which employees structure their time. One employee comments that Deloitte "respects personal commitments and fosters a better life-work balance than many of its competitors." Contributing to Deloitte's "strong respect for individual career needs" is the firm's "3-4-5" policy: Employees spend three nights on the road, fly back on the fourth day, and spend their fifth day at the home office, ensuring a weekend at home (or at least, in the home city).
Bureaucracy and management
Despite this enticing flexibility, "sooner or later, the bureaucracy gets to you," insiders report. One consultant complains that the firm is "too conservative in strategic movements", while another moans that "sometimes the culture gets in the way of productivity." Turnover was historically about 17 percent a year, slightly lower than the industry average of 20 percent, but "the rush to Internet startups has changed that a bit recently." Another insider sniffs that Deloitte "will have to start paying more to keep people from going to Internet-based companies," even though Deloitte routinely gives raises of "10 to 25 percent per year." Despite the lure of the dot-com world, however, sources say that "the work is interesting and the people are phenomenal - the only downside is the compensation and the potential stressors associated with travel." There are perks associated with travel, though - "you can fly a friend in to your project site over the weekend or you can travel wherever you want," insiders tell us. When on the road, Deloitte consultants also enjoy "all meals, gym fees, and living expenses" on the firm, not to mention being able to "keep your airline miles."
Gone casual
Deloitte insiders applaud the recent decision to go business casual, though consultants are expected to "dress as the client dresses" when on an engagement. Attire at the firm is still "more formal in some offices than others," though insiders agree that there is "nothing slick or flashy." Office d?cor and comfort varies by location, sources tell us. One insider claims that "the New York office is way too crowded," but a Midwestern representative assures us that the offices in Chicago are "very nice." Deloitte operates a "hoteling" system whereby traveling consultants are usually able to secure space at any office.
Gender and ethnic diversity: an A for effort
Deloitte Consulting is making a valiant effort in the field of gender diversity. Its "Women's Initiative" has "immensely improved" career prospects for women and "has led a firm-wide realization that the retention of qualified women (and men) is important to the success of the firm." One source remarks that "Deloitte Consulting has become very sensitive to gender and life-style issues." Ethnic diversity needs a bit more attention, according to one consultant, who comments that the firm has "few African-American or Hispanic partners or practitioners." Another maintains that "until Deloitte comes up with a Minority Initiative like its Women's Initiative, nothing is going to change." However, the company has recognized the problem and is taking steps to address the issue. "We are working on it," says one consultant. "We enjoyed great success in attracting, retaining, and promoting women. We are now focusing that same attention to people from other cultures and ethnic backgrounds."
|
|
Human Resources
1633 Broadway1
New York
NY
10019
|
|
American Management Systems;Andersen Consulting;A.T. Kearney;Booz-Allen & Hamilton;Computer Sciences Corporation;Ernst & Young Consulting;KPMG Consulting;PricewaterhouseCoopers Consulting
More Company Profiles
For more career information, go to Vault.com
©2000, Vault.com Inc
Click here to email this page to a friend  |
|
|
|
||||||||||||||||||||||||||||||
|
||||||||||
|
||||||