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Making Shared Advisory Capabilities Work

Sharing internal expertise


The recession has forced many companies to shed at least some of the strategic planning and advisory capabilities that typically come into play during times of growth and expansion: capabilities such as strategic pricing, M&A deal execution, financial analysis, and others. As leaders look to build up their competencies in these areas now that the economy is showing signs of recovery, one strategy to consider is to create a shared advisory group that can deliver business advisory services across the entire enterprise – similar in concept to the transactional shared services organizations that many companies have used for years to deliver enterprise-wide administrative services.

We believe that the effective use of a shared advisory group can have significant advantages over the more usual approach of allowing each operating unit to hire its own analysts, assign advisory responsibilities to existing staff, contract for outside services, or simply do without a particular advisory capability altogether.

Download the attached document to learn more.

As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services. These entities are separate subsidiaries of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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