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Deloitte LeadershipPowered by Kaisen

Leadership is one of the highest priorities on the executive agenda.Companies with strong leaders outperform in the markets, but feworganisations are getting it right.Organisations with strong leaders are 2.3xmore likely to financially outperform peers.Conversely, organisations who are perceived tohave ineffective leadership experience a 19.8%equity discount. Organisations see tangiblebusiness benefits from investing in leaders, andinvestors notice.Leadership issuesare critical fororganisations 15.7%Equity premium onOrganisations withperceived effectiveleadership86%Rate leadership as anurgent o r extremelyurgent issueDespite leadership being identified as a criticalissue, and the size of annual global spend,the “current” state is not producing results.The majority of respondents to the HumanCapital trends report have little confidencein their organisations ability to maintainconsistent succession programmes, with only8% reporting that they believe they haveexcellent programmes to build global skills andexperiences. 66% say they are weak in theirability to develop Millennial leaders.13%Research proves thatleadership investmentdelivers superiorperformance resultsThe trends reports have repeatedly shownleadership as one of the top issues facingorganisations today. It is estimated (*Bersin)that there is an annual global spend of up to 60bn on leadership development, of which upto 40bn is wasted (*Bersin).Say they do anexcellent jobdeveloping leadersat all levels – a hugereadiness gapFew organisations aregetting it rightFollowing a successful alliance over the last four years, Deloitte has acquired Kaisen Consulting. This acquisition allows us tobring together our leading Human Capital capability with Kaisen’s research based methodologies to scale a new, comprehensiveleadership practice globally; Deloitte Leadership, Powered by Kaisen. Our practice can work with you to define, assess and developyour organisation’s leadership.

Our leadership offering addresses the complexity and change facingorganisations and leaders, with an approach grounded in evidenceand business insight.Organisations around the world are facing majorstructural changes in the way that they do business.Increasing media scrutiny, evolving regulatoryrequirements, demographic changes and demands forgreater sustainability are some of the elements that arecreating a tough new set of challenges for businesses asthey move through the 21st century.Added to these challenges is the digital revolution,which has fundamentally altered the way that mostcompanies interact with their suppliers, customers andwider stakeholders.The task for today’s leaders is managing the turmoilof the present while creating a sustainable future andprotecting – or in some cases re-establishing – theidentity of their organisations.Most businesses would recognise that leadership isimportant to their performance, yet leadership strengthis often seen as intangible.At the heart of our approach to leadership is a researchbased framework, which is founded on more than20,000 leader psychological assessments (cross-industryand global) and identifies clear patterns of whatcapabilities leaders need.Our approach is designed to enable you to buildleadership capacity and capability for your organisation,grounded in a research and evidence basedmethodology and business efine leadershipAssess leadershipDevelop leadershipDefine the leadership strategy andcapabilities that an organisation needsAssess current and future leaders’capabilities and potential against peersDevelop leaders to build capability andagility in organisations Our assessment process is uniquelydesigned to predict potential and futurecontribution of leaders at all levels How leaders think drives what leadersdo, and in a complex world leaders needto be broad and versatile thinkers Our assessors are all occupationalpsychologists who are trained to beinter-assessor reliable to ensure globallyconsistency Agile leaders think in a different wayfrom other leaders, and this isa capability which can be learnedThe research has shown: Four distinct levels of leadership throughwhich leaders need to transition Eight key capabilities leaders mustbe good at, defined through multigeography, multi-sector, multi-functionresearch Four potential dimensions whichare drivers that determine speed ofprogression through levels 12 personal factors that facilitate orderail potential Our assessment can be used across roles,functions, geographies and markets; it isculture fair and unbiased We use our research from 20,000 global cross-industry leaders to identifywhat is needed to be expert and versatile Leadership programmes can beindividual, across levels or acrossorganisation and can be targeted atspecific capabilities needed in eachfunction

We can address critical leadership issues through our differentiatedsolutions. These are grounded in science and research andunderpinned by business strategy.A global bankThe challenge: The bank was struggling to meet bothits short and long-term talent goals. In particularly theywere battling weak internal succession pool for keypositions while recognising the expense in attractingand onboarding external from the General Managertalent pool.Large not for profit organisationThe challenge: Due to an increasing incidence of majorcrises, globally, the organisation needed to increase theeffectiveness of humanitarian coordination by improvingthe leadership capabilities of senior humanitarian leaders.The impact: Using our leadership methodology wearrived at executive alignment across entire organisationfor leadership strategy. This resulted in a selection ofhigh potential candidates from within the organisationgiving estimated savings of 390k per GM position filled.Telecommunications organisationThe challenge: The organisation needed to radicallytransform in a short time frame. Therefore therewas a requirement for bold leaders who could breakconstraints, take risks and inspire diverse teams.However, the organisation had historically underinvestedin development.The impact: Using our data-validated leadershipframework to identify, assess, and develop leaders weincreased the visibility of high potential employees anddetermined mechanisms to accelerate the pipeline . Thisresulted in accelerated development for 4,500 frontline leaders with a consistent approach to developmentacross all levels.Define leadershipThe impact: The organisation had improved abilityto prepare for and respond to crises as senior leaderswere trained to “think and act like expert leaders”in critical situations. This improved direction settingand communication of vision and increased ability toinfluence key stakeholders.GovernmentThe challenge: The Government’s Major ProjectPortfolio consists of over 200 projects with a lifetimevalue in excess of 400 billion. Many of the projectsfailed to deliver either benefit or on time and to budget.Underlying this was insufficient project leadershipexperience of project leaders and sponsors.The impact: We worked with the Cabinet office andOxford Saïd Business School to establish the MajorProjects Leadership Academy to improve the leadership,commercial and technical capabilities of leaders. Morethan 300 project leaders have completed the academy,which has changed the approach to project delivery andcontributed to the successful delivery of governmentpolicy.Assess leadershipDevelop leadershipComprehensive leadership offering, encompassing services eassessmentsOnlineassessments(360 /180 Executive teamdevelopment‘Front line’Leader assessmentLeadership TeamassessmentCxO transitionlabsDeloitteGreenhouse* A schema is the knowledge leaders need in order to be able to understand and respond to various situations. Different knowledge is needed for different situations,and SBD teaches leaders multiple schemas to encourage versatile and effective responses.

One of the most importantstrategic differentiators foran organisation is the waythey lead their people.

ContactsLeadership LeadersGlobal LeadersGlobalAdam Canwelladacanwell@deloitte.co.ukUnited KingdomDeloitte MCS LtdEMEAYves van Durmeyvandurme@deloitte.comBelgiumDeloitte ConsultingAmericasAnthony Abbatielloaabbatiello@deloitte.comUnited StatesDeloitte Consulting LLPRens van LoonRvanLoon@deloitte.nlNetherlandsDeloitte ConsultingKaren Pastakiakapastakia@deloitte.caCanadaDeloitte CanadaAsia PacificJames McLarenjammclaren@deloitte.com.auAustraliaDeloitte Touche TohmatsuNicky Wakefieldnwakefield@deloitte.comSingaporeDeloitte Consulting Pte LtdRoger Coveneyrcoveney@deloitte.co.ukUnited KingdomDeloitte MCS LtdKeith Lesliekleslie@deloitte.co.ukUnited KingdomDeloitte MCS LtdUruguay, LATCOVeronica MelianDeloitte SCvmelian@deloitte.comJuliet e Touche TohmatsuGlobal Human Capital LeaderBrett Walshbcwalsh@deloitte.co.ukDeloitte Touche Tohmatsu LimitedAmericas & ChileJaime Valenzuelajvalenzuela@deloitte.comDeloitte Audit y Consult.Global OrganizationTransformation & Talent LeaderDimple Agarwaldagarwal@deloitte.co.ukDeloitte MCS LimitedEMEA & the NetherlandsArdie van Berkelavanberkel@deloitte.nlDeloitte Consulting BVGlobal Human Capital Leader,Marketing, Eminence, and BrandJeff Schwartzjeffschwartz@deloitte.comDeloitte Consulting LLPGlobal HR TransformationLeaderMichael Stephanmstephan@deloitte.comDeloitte Consulting LLPGlobal Actuarial, Rewards &Analytics LeaderDavid Foleydfoley@deloitte.comDeloitte Consulting LLPUK Human Capital leaderAnne-Marie Malleyamalley@deloitte.co.ukDeloitte MCS LimitedVishalli Dongrievdongrie@deloitte.comIndiaDeloitte IndiaUnited StatesJason Gellerjgeller@deloitte.comDeloitte Consulting LLPAsia Pacific & ChinaJungle Wongjunglewong@deloitte.com.cnDeloitte Consulting (Shanghai)Co. Ltd,Beijing BranchAustraliaDavid Browndavidbrown@deloitte.com.auDeloitte Touche TohmatsuCanadaHeather Stocktonhstockton@deloitte.caDeloitte CanadaJapanAkio Tsuchidaakitsuchida@tohmatsu.co.jpDeloitte Tohmatsu ConsultingCo., LtdDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and itsnetwork of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for adetailed description of the legal structure of DTTL and its member firms.Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL.This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of theprinciples set out will depend upon the particular circumstances involved and we recommend that you obtain professional advicebefore acting or refraining from acting on any of the contents of this publication. Deloitte MCS Limited would be pleased to advisereaders on how to apply the principles set out in this publication to their specific circumstances. Deloitte MCS Limited accepts no dutyof care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. 2015 Deloitte MCS Limited. All rights reserved.Registered office: Hill House, 1 Little New Street, London EC4A 3TR, United Kingdom. Registered in England No 3311052.Designed and produced by The Creative Studio at Deloitte, London. J978

Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL. . Jason Geller jgeller@deloitte.com. Deloitte Consulting LLP. Asia Pacific & China. Jungle Wong junglewong@deloitt