We’ve had some very interesting discussions in our LinkedIn group this week so it’s a great time to be a part of the conversation. A group member just posted an article, “There Are Only Four Jobs in the Whole World – Are You in the Right One?” Find out the answer and connect with Deloitte today.
The path to recovery is unique for every wounded, ill or injured service member and veteran. Deloitte is proud to have been the presenting sponsor for the fourth consecutive year of the Warrior Games, a Paralympic-style competition featuring 260 service members and veterans from the United States and the United Kingdom. From May 11-16 in Colorado Springs, these heroes discovered their inner champion — and inspired others to dream and achieve.
As Deloitte alumni, you’ve worked with companies that have experienced tremendous success while others have not fared as well. The individual challenges and opportunities facing our clients from many industries are so different that establishing general guidelines about success might seem impossible.
That is…until now. All public companies can apply three particular rules within the context of their markets. These research-based rules are the foundation of a new book by Michael E. Raynor, director, Eminence, Deloitte Services LP, and Mumtaz Ahmed, principal in Deloitte Consulting LLP and chief strategy officer of Deloitte LLP. The book, The Three Rules: How Exceptional Companies Think, analyzes data on more than 25,000 public companies from 1966 to 2010.
The Three Rules provides hard evidence to help leaders set their strategic agendas and make the right choices in the face of relentless change. The book shows readers how the success of companies as different from each other as Abercrombie & Fitch and Family Dollar in retail, Medtronic and Merck in healthcare, and Maytag and Wrigley in consumer products, can be traced to their adherence to just three rules that emerged from their key strategic choices.
These rules for exceptional corporate performance are measurable and actionable. Above all, they account for how the high-performing outliers deliver superior performance over the long run, while facing the same constraints as competitors. A compelling analysis, written with clarity and grounded in hard numbers, The Three Rules can be the roadmap every company striving for greatness really needs.
Is your private company fast growing and looking for industry recognition? If so, nominate your company for Deloitte’s 2013 Technology Fast 500™. The Fast 500 is a ranking of the fastest growing technology, media, telecommunications, life sciences and clean technology companies in North America based on percentage revenue growth from 2008 to 2012.
Nominations are being accepted now through June 28, 2013 at www.fast500.com. Ranking will be released on November 13, 2013.
For more information contact email@example.com or visit www.fast500.com. Follow us at @DeloitteTMT.
Continued inclusion advancement lands organization on list for the 10th year
Recognized for its advancement of minorities and its innovative inclusion strategy, Deloitte was ranked 11th among the most admired for diversity on The 2013 DiversityInc Top 50 Companies for Diversity® list. According to the publication's findings, Deloitte senior leadership has more than double the percentage of Blacks, Latinos and Asians than the average for the DiversityInc Top 50.
"We believe that diversity and inclusion are essential for sustainable success in today's business environment," said Kelvin Womack, principal, Deloitte Consulting LLP, and Deloitte's managing principal for Diversity. "At Deloitte, by looking at our people holistically there are more opportunities for advancement as well as a more productive work environment, resulting in greater value to our clients through a variety of experiences and perspectives."
Now in its 13th year, The DiversityInc Top 50 survey measures company performance in CEO commitment, human capital, corporate and organizational communications and supplier diversity. All organizations included on the list must score above average in the four areas, in addition to demonstrating ongoing diversity management initiatives and efforts.
Click here to read the full article.
Deloitte chief executive Joe Echevarria overcame plenty of obstacles early in his career. He says you can, too. Here's how.
FORTUNE -- No doubt about it, the current job market is no walk on the beach for anyone just graduating from college. Companies plan to hire just 2% more grads than last year, says the National Association of Colleges and Employers, a startling drop from the 13% increase those same employers projected last fall. And this year's fresh crop of degree holders will have to compete with the roughly 40% of the class of 2012 who are still underemployed or out of work.
Even so, Joe Echevarria believes success is within reach of anyone who wants it badly enough. He speaks from experience: After growing up poor in a single-parent home in New York City's South Bronx, Echevarria, who is Puerto Rican, faced a tougher struggle than most. Since 2011, he has been CEO of global consulting and audit giant Deloitte, No. 47 on Fortune's list of the Best Companies to Work For. This year the company will hire about 9,000 new grads. In a recent conversation, Echevarria recalled the early years of his career and offered advice on getting ahead against long odds.
Fortune: What was your first job out of college, and how did you get it?
Echevarria: I went from being an auto mechanic during the summers in the Bronx to getting hired as an auditor at Haskins & Sells [which later merged with Deloitte] when I graduated from the University of Miami, where I had gone on a scholarship. Back then, to get an interview with a Big 8 firm — it's now the Big 4 — you were supposed to have a 3.5 GPA. But, because I went to a not-so-great school — it was nicknamed Suntan U. — I had to have a 3.8. So I did that. I was at the top of my class in accounting, so they couldn't find a reason not to interview me, in spite of my rough edges.
What rough edges?
I had a big mustache and bad hair. Also, I had two suits, one brown and the other green polyester. I had no social graces, either — I didn't know where the bread plate goes on a table, had never drunk coffee out of a cup with a saucer. It took me a long time to realize that these things matter in the corporate world. No one was willing to tell me.
Eventually I noticed that everybody else had more than two suits, and nobody wore brown or polyester. But because of these things, however superficial they might seem, I kept getting evaluations that said I had "low potential." Nobody thought I would ever get promoted. Also, I was paid less than anybody else in the [auditor training program]. But I caught up.
How did you do that?
Well, first, I figured out what successful people in the firm were doing. I looked at them and analyzed how they got there, and I tried my best to do the same. Then, I worked very, very hard. I worked harder than everybody else. And third, I had a boss, a Hispanic woman, who gave me good advice. Right before I left on vacation, she said to me, "You're coming back without that mustache. You will never make it into management if you look like the Frito Bandito." I had never realized that was holding me back. She is still my mentor to this day. I've been at the firm 35 years, she's been here 40. I call her my "mom" in the company.
What advice do you have for new grads now, or for anyone who wants to succeed at a big company?
First, you have to outwork everyone else. If you don't, talent will not help you. In this difficult job market, new grads may even have to work for free for a little while, in order to get a foot in the door. Find somewhere you really want to work and prove yourself by working hard and doing a great job, and I guarantee you that they will find a way to hire you and pay you.
I would also recommend reading a lot. Read everything you can get your hands on, because you'll always learn something you can use. One thing that helped me early on was a little book called It's Not How Good You Are, It's How Good You Want to Be [by British ad man Paul Arden]. It's really for salespeople, but you can apply a lot of the wisdom in it to yourself. I still pick it up and read it now and then.
Third, find a mentor who will be honest with you about your shortcomings and show you your blind spots, because everyone has them. If you walk through my old neighborhood in the South Bronx even today, half the men have these big mustaches, so I just never thought twice about it until my "mom" told me to get rid of it.
What does Deloitte look for in hiring new grads?
Altogether, we hire about 18,000 people each year, about half new grads and half experienced professionals, and we go through about 500,000 resumes and applications every year to find those 18,000. Beyond the basic credentials and competencies, we're looking for people who stand out. If you are a passionate person, that will stand out. If you are positive and enthusiastic and other people want to be around you, that will stand out.
And do you finish what you start? It sounds basic, but so many people start out strong on something and then don't follow through. We also look for people who care about people. Those qualities are the difference-makers, and they will always be the difference-makers, between an okay candidate and a great candidate.
As a member of an ethnic minority, do you have any special advice for new grads who are also minorities?
I would say this: Whatever disadvantages you may have faced up to now, because of your ethnicity, that is all about to change. The fact is that there are not enough talented minority managers, or management-track entry-level people, to reflect the changing demographics of the U.S. population, which by 2050 will be more than half "minorities." So you are in demand. Deloitte has been steadily increasing recruitment of black and Latino talent, because if we don't get our share of it now, we won't be in a good place in the years ahead.
For full Fortune article click here