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Agenda
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Agenda Introductions Our Approach Current State Assessment Example Frequent Consulting Tools Tips & Tricks for Effective Power Point Slides Presentation Checklist Ernst & Young Advisory Appendix
Introductions
Approach
Approach
In case studies and in practice, a proper problem solving approach invariably leads to better outcomes. Ernst & Youngs IDDDS approach can help facilitate better outcomes in both academic and professional contexts
Design a solution
Key objectives: Design a solution blueprint in line with business case objectives
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Agenda
1 Agenda
2
3 4 5 6 7 8 9
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Project Overview
Our Approach Key Observations Benchmarking Opportunity Matrix Roadmap/Timeline Next Steps Appendix
IU Football Current State Assessment
Project Overview
ABC Consulting has been engaged to review the current Indiana University Football program to look for opportunities to improve the winning percentage of the football team over the next five years.
Sports in Scope
Football Mens Cross Country Mens Basketball Mens Golf Mens Soccer Mens Swimming & Diving Mens Tennis Field Hockey Womens Cross Country Womens Basketball Womens Golf Womens Soccer
Womens Swimming & Diving
IU Football Bloomington, IN
Wrestling Baseball
Project Timeline
Oct-10 Nov-10 Dec-10 Jan -11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Beyond
Planning Phase
Monitor/Improve
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Our Approach
Is the Football team operating efficiently and effectively?
Policy
Process
Organizat ion
Dat a
People
Technology
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Key Observations
Primary observations
The Indiana University Football team has lost many close games (less than seven point loss) during the past 3-4 seasons. IU Football is routinely outscored during the fourth quarter of the game The recruiting class of the previous five seasons had mean strength, speed, and above average flexibility compared to the Big Ten average. The top ten recruits from the previous five seasons had below average strength and speed compared to the same peer group in the Big Ten. The funding and budget of the football team is in the lower quartile compared to its Big Ten peers. The number of recruiters (2) is below the Big Ten mean of 4.2. Fan attendance (as a percent of stadium seats filled) and student attendance (as a percentage of total student body) is well below Big Ten average. Player and coaching performance is highly variable on a game-to-game basis.
Hire and train 4 additional recruiters Purchase T-shirt cannons Increase player cardiovascular training plan
Assumptions
The Big Ten and its teams will remain unchanged The Old Oaken Bucket game will continue to be played The size of the stadium and ticket prices can not be changed Adequate funding is available for investment Student/Athletes are still prohibited from accepting funds from alumni
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Benchmark Assessment
Dimension Benchmark/Assessment Comments
Indianas number of recruiters (2) is well below the average benchmark of 6 recruiters at competitor schools. Little Zagrebs 68 ounce husky cut prime rib and fancy red table clothes provide one of the best dining experiences for recruits visiting the school. Purdue s venue: Cracker Barrel Indianas acceptance rate for targeted recruits who visit campus (40%) is substantially lower than its competitors (80%) Based on our proprietary cardiovascular assessment method, Indianas cardiovascular endurance is well below its competitors. Indianas physical strength assessment shows that it performs very close to top quartile of competitors Indianas physical strength assessment shows that it performs very close to top quartile of competitors
Recruiting
Number of Recruiters
0 1
20%
2 2
40%
4 3
60%
6 4
8+ 5
Acceptance Rate
80% 100%
Conditioning
Cardiovascular Endurance
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
Physical Strength
Flexibility
Position Training
Knowledge of Offensive
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
In testing the offensive team, they perform significantly above the top quartile of competitors. In testing the offensive team, they perform at approximately the top quartile of competitors. Indianas knowledge of its competitors and identifying opposing play schemes is significantly below its competitors.
Knowledge of Defense
Competitor recognition
Academics
10
12
14
16+
Indiana players take an average of 16.2 credit hours v. the top quartile of 12.3. Indianas grade point average is slightly above the peers in the top quartile. While Indiana has a higher than average GPA, its players ineligible due to poor grades is well above the top quartile average.
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2
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3
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4
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Indiana
14
High
4
Increase player cardiovascular training plan
15
Improvement Opportunity / Benefit
3
Switch ice cream vendor to Chocolate Moose
Organizational Rationalization
12
2
Purchase T-shirt cannons
11
Increase player physical strength
10
Academic Crisis Mitigation Plan
7
Purchase New Massage Tables
13
Student Marketing Campaign
6
Game Day Nutrition Overhaul
Low
Difficult
Ease of Implementation
Easy
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Hire and train 4 additional recruiters Increase player cardiovascular training plan Increase player physical strength Purchase T-shirt cannons Switch ice cream vendor to Chocolate Moose Game Day Nutrition Overhaul Recruit Identification Redesign Develop Analytical Package for Play Selection
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Next Steps
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Appendix
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Process Map
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Organizational Assessment
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High Level Summary of Main Points 1 2 slides (or placemat style) Slide(s) must be able to stand on their own
Executive Summary
Presentation of findings and recommendations Intended as a written report, not a presentation Needs to be well organized follow a logical flow
Report
1 2 slides Highlights priority issues and risks Uses visual clues to draw attention to priority items
Status Update
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Slide Tracker
Graph
Graph Content
Graph Key
Page Numbers
Alignment Slide content does not spill over into margins
Footer
Formatting Graphs
Charts and graphs are one of the most popular ways to turn data into useful information. Spend time to make your chart easy to read and the message clear.
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Formatting Tables
Use tables instead of objects or shapes for a cleaner presentation. Tables can be formatted the same as objects and are much easier to work with.
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Slide Master
1. 2.
View Tab Slide Master - Page numbers - Document name - Common font type - Etc.
Drawing Guides
1. 2. 3. 4.
Home Tab Arrange Align Grid Settings align objects to a common line
A convenient way to
into one
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Shapes
Keys Ctrl + G Ctrl + Shift + G Shift + F9 Alt + F9
Ctrl + Shift + C
Ctrl + Shift + V F4
Ctrl + R
F2 Ctrl + Shift + P Ctrl + Shift + > Ctrl + Shift + < Ctrl + Shift + F Ctrl + T Ctrl + Backspace Ctrl + Delete Ctrl + Left Ctrl + Right Ctrl + Home Ctrl + End Description Insert New Slide Make Copy of Selected Slide Description Play Slide Show Go to slide number Display/Return Black Screen Display/Return White Screen Return to First Slide
Presentation
Keys F5 Number + Enter B W 1 + Enter
Slides
Keys Ctrl + M Ctrl + D
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Conclusion
Creating an effective PowerPoint presentation that looks professional takes practice. Learning a few guiding principles will give you a set of tools that you can rely on in any circumstance.
Tell a compelling story Less is more Leverage good ideas Details matter
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Presentation Checklist
Presentation Checklist
Plan
Organize
Objectives of the presentation/deliverable are clearly established and understood by team Audience is well identified Values Delivery constraints to this specific audience Content knowledge Willingness to accept Opinions/ perceptions of your team
Presentation is structured in a logical order to maximize understanding and buy-in (e.g. Situation, Complication, Question, Answer) Slide order and headings tell the story being presented Tables and graphs are utilized effectively for the information presented
Review
Deliver
All slides follow a common master template Font theme and size is consistent for sections Slides are numbered
Q&A
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What we do
Advisory
Assurance
Tax
Transactions
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Americas
People: 41,500+ Revenue: $8.6 billion
Japan
People: 7,000+ Revenue: $1.1 billion
EMEIA
People: 68,700+ Revenue: $9.6 billion
Oceania
People: 7,000+ Revenue: $800 million
Far East
People: 19,700+ Revenue: $1.1 billion
Advisory services market of $150 billion Ernst & Young Advisory is a US$3.6 billion global practice 19,000 skilled professionals worldwide one of the broadest global advisory networks of any professional services organization Account-centric, issue-based and competency-driven
Client
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Sub-service lines
Performance Improvement
Management Automotive Banking and Capital Markets Consumer Products Government Healthcare Insurance Life Sciences Media and Entertainment Oil & Gas Power and Utilities Private Equity Real Estate Technology Telecom
Risk
Risk Transformation Internal Audit Internal Controls Financial Services Risk Management Actuarial
IT Risk Transformation IT Internal Audit IT Internal Controls IT Assurance IT Risk Management Application Risk Infrastructure Risk (info security) Data Risk (IMAS)
Finance Supply Chain Customer IT Advisory People and Organization Strategic Direction Program Management
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Tuesday
Wednesday
Thursday
Friday In city/home office: Log on Have cell phone on Work on deliverables as if at client site Submit timesheet Submit expenses Reach out to team to see if anything is needed before end of day Do any non-clientrelated work that is required, such as firm web-based learning, travel arrangements, expenses, networking or business development
Travel to client Plan week/team meeting Initiate long lead time actions
7:30-8:00 a.m.: start Handle majority of work (do not wait) Conduct client meetings Work with team on deliverables
7:30-8:00 a.m.: start Conduct client meetings Continue to work with team on deliverables
Internal practice calls (i.e., all-hands, committees, etc.) frequency and timing varies by week
7:30-8:00 a.m.: start Conduct client update Report status to client Conduct client meetings Continue to work with team on deliverables Leave for airport with just enough time to make your flight good consultants never leave too early and never miss a flight Travel home (at end of business day)
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Career progression
Partner
5 to 7 Years
Senior manager
3 to 6 Years
Manager
3 to 4 Years
Professional development
Learning Experiences Coaching
Senior
2 to 3 Years
Staff
This career progression timeline is general guidance; actual advancement varies based on an individuals performance.
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A strong work ethic and the ability to work in a collaborative environment in Performance Improvement a team player
Willingness to travel on short notice to meet client needs; travel is estimated at 80%
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CTRL+LEFT ARROW CTRL+RIGHT ARROW END HOME CTRL+UP ARROW CTRL+DOWN ARROW CTRL+END CTRL+HOME
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