Deloitte SA Blog


A fundamentally different approach is needed when dealing with cyber risk

Changing the game on cyber risk

This report encourages businesses to gain more situational awareness to threats that are prevalent within their industry in general as well as those that are unique to their business. It helps them understand where threats are coming from, what their motives might be, and what can be done in advance to anticipate or respond to an incident.

Despite heightened attention and increased spending on cyber security measures, the number of cyber incidents – and their associated cost – continues to rise. This phenomenon is attributed to the growing sophistication of hackers, a rapid evolution of technological and digital landscapes and an increased reliance from business on technologies aimed at improving the efficiency of their operations.

According to a report released by Deloitte Risk Advisory team on Changing the game on cyber risk 2014”,the scary truth is that these days your business strategic models aimed at business growth are at the heart of the cyber risks that your organisation faces.

Business and the digital landscape

Business efforts to use digital tech to grow, serve and differentiate offerings in the market are now targeted by attackers, as such information can be used against you.

Given that technology touches every point of business it becomes clear that protecting everything, while not impossible, would become economically impractical and would impede most of your organisation’s strategic initiatives.

By developing an ongoing cyber programme aimed at being more secure vigilant and resilient your organisation can be more confident in defending against cyber risk, which in turn will justify the spend on such an investment.

Being Secure

You can’t secure everything equally. Being secure means focusing your protection efforts around the risk-sensitive assets at the heart of your organisations mission. Attackers motivated by financial gain tend to operate on a cost or reward basis. A strong cyber defence raises the risk of completing a job most likely deterring any efforts to attack your business.

It is important to address weak points across the business process, most importantly the following areas: data applications, specialised control systems and critical infrastructure need focused security attention from organisations. Sensitive data can be found anywhere across your business and may be viewed by more users than necessary, opening the door to potential risk incidents.

Being vigilant

Organisations need to develop threat awareness throughout their processes and developing the capacity to detect patterns of behaviour which may detect or even predict the compromise of critical assets.

Keys to being vigilant

Take heed of the following:

  • Know your industry landscape
  • Understand the specific business risk your firm faces
  • Design threat detection systems
  • Consider and plot the potential motivations for cyber threats from your competitors
  • Consider the implications of an accidental incident borne from your employees or partners

Being resilient

To be resilient an organisation must be geared toward rapidly containing the damaged caused by a targeted threat, having the capacity to mobilise all resources to minimise the impact of the threat safe guarding against:

  • Loss of revenue
  • Brand reputational damage
  • Operational disruption

Response to cyber incidents are viewed primarily as a technical function for business, however resilience not only requires investment toward technical capabilities to handle a cyber crisis, but also to a complete set of crisis management capabilities that involve a host of business unit leaders and decision makers. Protection against these threats must become an entire business responsibility.

It won’t work without governance

To drive a secure a secure, vigilant and resilient cyber risk programme over the traditional standard IT driven security programme, your business must realise that the approach is not driven by spending money high tech security programmes. It’s about tailoring and identifying what assets and operations are most important to the business and protecting them from cyber attacks.

Where to begin if you haven’t started

The report lists this 4 step process to help you get your business on the right cyber protection direction:

  1. Appoint a senior executive to the project: A cyber crisis requires a strong leader to drive cohesive and decisive action
  2. Map the threats to the business assets that matter: Gather your top business executives and threat intelligence specialist to pre-emptively discuss who or what could cause harm to your organisation.
  3. Launch pilot initiatives: Identify tests which directly affect your business or your mission achievements to drive a secure, vigilant and resilient culture within the business.
  4. Accelerate behavioural change through incentives and experience based awareness campaigns: Create active learning scenarios that give a deeper understanding of the impact of cyber risk exposure.

For more information on how to become secure vigilant and resilient download the report here

If you have any questions or require a more detailed discussion, feel free to contact (Cathy Gibson), Africa Leader, Cyber Risk and Resilience, Deloitte Risk Advisory.

Exploring the innovation imperative in the mining industry

mining helmet

Commodities may be broadly moving back into global market balance and even surplus, but the mining sector’s challenges are far from over.

In a world of deeper mines, more complex ore bodies, rising energy costs, social and geopolitical issues, infrastructure shortages and resource nationalism, mining companies remain under exceptional pressure to control costs, heighten efficiency and improve safety performance.

Although there are no easy solutions, it is becoming increasingly apparent that technology will play a growing role in the mine of the future.

Click here to download the article

If you have any questions or require a more detailed discussion on the content of the report, all regional contains are provided at the end of the article.

How behaviour change communications can impact your marketing strategy

reuse towels

by Erin Schiavone

If you’ve been to a hotel recently, you’ve probably been subject to a social experiment. Ever notice that card in the bathroom asking you to consider the environment and reuse your towel? That was an experiment in behaviour change communications at work.

Behaviour change communications specialists are trying to figure out how to persuade people to adopt a healthy behaviour, like conserving water by reusing hotel towels. Researchers Noah Goldstein and Robert Cialdini (2008) decided to take on this particular challenge. To do it, they applied constructs from social psychology like social norms to influence the guests’ behaviour. They got remarkable results.

Researchers divided hotel guests into three groups. Each group received one of the following messages on their towel placard:

Message 1: Please consider the environment and reuse your towel. (Control group.)

Message 2 (Hotel): Please consider the environment. Most guests in this hotel reused their towels. (Guests were 26 percent more likely to reuse their towel.)

Message 3 (Room): Please consider the environment. Most guests in this room reused their towels. (Guests were 33 percent more likely to reuse their towel.)

The results suggest that what your mom told you about peer pressure is true: People do what they think others are doing. Guests who believed that most hotel guests were reusing towels were 26 percent more likely to reuse the towel. When told guests who stayed in their room reused towels, guests were 33 percent more likely to do the same, even though the connection between the current and past guests was purely arbitrary (Goldstein & Cialdini, 2008).

The towel experiment demonstrates that it can be easy to impose an identity on someone. Playing off social norms can significantly influence behaviour. And, as marketers, isn’t that what we’re trying to do?

What is behaviour change communications?

Much like commercial marketing, behaviour change practitioners are trying to figure out what motivates their audiences, remove barriers to taking action and understand the emotional triggers that prompt change. The key difference between traditional product marketing and social marketing (the approach most frequently used in behaviour change campaigns) is the aim to benefit society. Examples include campaigns encouraging people to exercise regularly, quit smoking, use condoms, sleep under a mosquito net, etc.

How can this impact my marketing strategy?

Behaviour change typically focuses on changing long-term behaviours, applies behavioural theory and requires rigorous measurement of outcomes and impact. Digital marketers can benefit from adopting some relatively simple best practices traditionally used in behaviour change efforts. Here’s how:

Use behaviour change models to inform strategy. Behaviour change models are well-researched explanations for why people behave the way they do. For example why do I recycle? Is it because I’ve seen the behaviour modelled? Is it because I think my neighbours will respect me for it? The National Cancer Institute has a good overview of behavioural models.

Understand social norms and emotional triggers that drive your audience. The Washington Traffic Safety Commission wanted to increase seatbelt usage. The organization held focus groups and tested positive messages like “We love you. Buckle up,” but they simply did not motivate the target age group of 18-24 year olds. Messages like “Click it or ticket,” which stressed the penalty for not wearing a seatbelt were far more effective (Lee & Kolter, 2004).

Frame issues in a way that resonates with your audience. The Chesapeake Bay is famous for blue crabs. In 2003, the crab harvest hit a historic low, partially due to harmful lawn fertilizer that polluted the bay. So the Academy for Educational Development, the Chesapeake Club and partners came up with a clever campaign to persuade people to wait until the fall, after crab season ended, to fertilize their lawns. With ad slogans like “protect the crab cake population,” the organizations reframed the environmental issue as a culinary one. As a result of the campaign, the number of people who planned to fertilize their lawn in the spring dropped from 52 percent in 2004 to 39 percent in 2005 (Lee & Kolter, 2004).

Be aware of barriers to behaviour change and try to overcome them. This can be as simple as timing a tweet correctly. Being aware of the most effective time, place, and channel for reaching your audience is critical.

Make participation fun, easy, and popular. This is an often-repeated behaviour change axiom. It links back to the behavioural models, which emphasize self-efficacy and motivation (fun), reducing barriers (easy) and social norms and social support (popular).

So the next time you see a placard on a hotel towel rod or you skip out on exercising or your marketing campaign is struggling to take off, consider applying some basic behaviour change communications strategies.

Did I mention that most people who read this article shared it on their social networks?

Erin Schiavone is a senior communications analyst at Deloitte Digital. Previously, she supported communications for United States Agency for International Development health programs, frequently capturing stories on the ground. She received her MA in Communications from Johns Hopkins University.

Cloud Orchestration And System Integration

Systems IntegrationCloud adoption right across the enterprise is a fast growing reality. By the end of 2013, Forrester surmised that large organisations will subscribe to an average of 10 software as a service (SaaS) applications.

But much of the usage is not in the place of on-premise enterprise systems; only 9 percent of new cloud adoption is projected to replace existing systems. These cloud services are increasingly requiring integration back to core internal systems—linking edge offerings to legacy financials, order management, inventory, HR, manufacturing, and other enterprise wide systems. And companies are connecting clouds together—in strings, clusters, storms, and more—cobbling together discrete services to create an end-to-end business process.

Tactical adoption of cloud is giving way to the need for a coordinated, orchestrated strategy. As cloud services continue to expand both in number and sophistication, gaps in managing cloud-to-cloud and cloud-to-core portfolios are beginning to appear, leading to new and smarter ways to operate in this hyper-hybrid IT environment. It is also opening the door for a new category of offerings: pre-integrated and orchestrated cloud offerings delivering higher-order business outcomes-as-a-service.

So where are we today?

When IT cannot stretch to take on new projects or business initiatives without losing ground somewhere else, something has to give. This is precisely the predicament that many IT organisations discover or are faced with when unexpected new challenges such as a mergers or acquisitions; new product launches or having to rapidly and seamlessly integrate new software architectures (such as cloud and mobile) into their existing environments to deliver the expected business benefit.

Part of the problem is the technology infrastructure itself, which may not be able to accommodate new solutions effectively. As highlighted, capability to integrate these new solutions and related capacity is also a typical bottleneck for business change, but people’s reactions are just as important. After years of working with the same infrastructure, they may not be prepared to embrace a new one quickly enough.

Systems integration assists by allowing companies to focus on the roots of their technology problems without starting from scratch, improving the ways in which their solutions connect with and complement one another.

Systems Integration

What’s The Bottom Line?

As enterprises use more and more seperate cloud offerings to handle critical business processes, the desire to link these offerings to core legacy systems and the data within those systems grows. IT organisations are being looked at to provide that critical orchestration between cloud and on-premise systems.

In fact, Gartner estimates that 30 percent of the Global 1 000 will be brokering two or more cloud services in 2014. That need has generated challenges that extend beyond just back-end integration; but now also include critical areas such as security, data integrity and reliability, and business rules for managing this new hybrid state.

For more information around our Point of View around Systems integration; please download our thought piece.

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Alternatively contact Thys Bruwer, Director: Technology Integration, on or Ernst Swanepoel, Senior Manager: Systems Integration, on

5 key strategies to successfully implement project portfolio management

project portfolio management

Dr Clive Enoch of Deloitte Consulting has written an article which identifies 5 key strategies to successfully implement project portfolio management.

Project Portfolio Management – Strategies for successful implementation

Organisations continuously face the challenge of meeting the demand of doing more with limited resources. Increasingly, organisations have to get their products even quicker to market, and must be able to adapt quickly to changing environmental and legislative needs and requirements.

Management by projects has been marketed in industry as the key towards meeting these challenges, or at least help in bringing about some structure in the way work is managed in an organisation; however, projects themselves do not provide the complete solution.

While projects focus on delivering work in a focused and disciplined manner, the ability for organisations to choose the right projects in the first place will help them go a long way in maximising their resources on investments that will bring the most benefit.

Click here to download the article

If you have any questions or require a more detailed discussion, feel free to contact Dr Clive Enoch at

The ins and outs of business rescue through the lens of the construction industry downturn


by Wanya du Preez (Deloitte) and Trevor Murgatroyd (Nimble Group)

  1. Introduction

In recent times, a spate of local construction companies has been featured in the news due to financial pressures. Due to the slow rate of fixed investment and many construction companies experiencing financial difficulties, one is led to believe that the industry is in distress and that many companies face the possibility of financial collapse.

Construction companies globally have been affected by the global financial recession, however due to the fact that South Africa was hosting the 2010 FIFA World Cup, government spending contributed to infrastructure development probably being at its highest leading up to the 2010 FIFA World Cup. Following the World Cup, the effects of the global recession and reduced government spending on infrastructure development filtered through to the construction industry.

When a construction company underperforms, it is not only the company itself that is in distress, but the ripple effect is also felt by the ecosystem that is served by the company. This includes all the smaller local suppliers to the industry and the more than 1 204 000 (according to Stats SA) people being directly employed by the construction industry.

In the recent Deloitte Restructuring Outlook Survey 2014, Construction was listed as one of the top 3 industries predicted to be in distress in 2014.

In the past, companies in financial distress faced liquidation or judicial management, with little likelihood of survival and/or recovery for such companies. However, the new Companies Act (Act Number 71 of 2008) came into effect on 1 May 2011, which includes a chapter on business rescue, Chapter 6. This provides a potential solution and help to companies in financial distress. This entails a company filing for business rescue and with the help of a Business Rescue Practitioner (“BRP”) returns the company to a profitable and/or sustainable operating position, if identified early enough.

  1. Overview of the current state of the construction industry

Since the introduction of the Act in May 2011, a number of sizeable construction companies have commenced business rescue proceedings. The success rate of these business rescues remains disappointing, rendering the question whether the objectives of business rescue has assisted the construction industry to protect their businesses or alternatively whether it has provided a better return to their creditors by not filing for liquidation immediately.

One of the prominent cases to date has been the business rescue of Sanyati Holdings. Sanyati Holdings and its wholly owned subsidiary Sanyati Civil Engineering and Construction filed for business rescue in June 2012. One of the contributing factors to their financial distress was long outstanding payments from provincial governments totalling approximately R79 million. In July 2012, the operating company was liquidated due to the lack of post commencement finance to continue operating and continued to incur substantial losses. Unfortunately, in excess of 2,000 jobs were lost as a result of the liquidation.

Subsequently, a host of other construction companies have filed for business rescue. These include Civcon (including Erbacon) who filed for business rescue on 20 June 2013. Fortunately, on 15 November 2013, they announced that they have terminated business rescue as the approved plan had been substantially implemented and that 772 jobs were saved.

Others include Rainbow Construction (filed September 2012), Stedone Group of Companies (filed April 2013), Cosira (filed in July 2013), and hot off the press, Protech Khutele (filed for business rescue in the first week of June 2014). Business rescue for Stedone is ongoing and proving to be problematic, while Cosira was subsequently liquidated. This is an indication of the level of distress in the industry.

  1. Reasons for distress in the industry being  

One of the key ways to avoid the failures and liquidations experienced in the industry is to understand the reasons why companies in the construction industry become distressed. Following this, plans can be put in place early enough to ensure the company’s return to financial health.

As with most other companies in distress, cash constraints are often the number one signal that a business is in financial distress, signalling that action is required to bring the business back on course.

However, if key stakeholders of the business are on the lookout for some of the early warning signs, there is still time to save the business. Some of these signs include:

  • Poor quality, insufficient or “layered” management information that loses key messages between the site and the Board
  • Consistent underperformance and failure of management to address below target divisional performance
  • Operating profit not translating into cash
  • An over-recognition of contract revenue and expenses not being matched to the appropriate period
  • Management incentives focused on P&L performance, rather than cash flow
  • Market rumours around project performance and supply chain payment complaints
  • Increasing advance payment requests from the supply chain
  • Signs of key clients making significant reduction in supplier numbers
  • Evidence of reputational damage emerging from press coverage
  • Reducing staff numbers across management and delivery functions
  • Increasing numbers of claims (for or against the business)

Contractors and other key stakeholders face increased financial and operational risks if mitigating controls are not implemented to counter the effects of deteriorating market conditions.

If financial distress is identified early, then business rescue is an ideal tool for a business to restructure itself under the protection of a legal moratorium.

  1. Options for construction companies and their suppliers 

If you suspect that a construction company may be in financial distress, these top 10 questions should be asked of the management teams to determine the extent thereof:

  • Is there confidence that commercial and financial reporting and controls are providing an accurate reflection of the business and not masking the true financial position?
  • Are formal guidelines in place and are they adhered to for the recognition of turnover, costs and profit.
  • What proportion of revenue is derived from government contracts and is the forward order book realistic and reflective of the impact of public sector cuts?
  • Are forecasts being stretched, based on expectations that a contract will always turn the corner?
  • Are realistic margins being secured against new contracts and will they deliver sustainable and long term financial performance?
  • What is the business doing to diversify and counter its exposure to public sector cuts, and are delivery and contractual risks of pursuing a diversified strategy fully understood?
  • Are trade insurers continuing to support the business, or are there reduced credit facilities and increasing demands for advanced payments?
  • How will the business address demands for renegotiating long term contracts and what can it do to minimise this potential impact?
  • What has been done to reduce overheads and “right-size” the business for future operations?
  • Does the business have strategies in place for the immediate mitigation of reputational damage?

If a party has concerns as to the financial situation of a construction company, they are advised to take action and challenge management around how they plan to address the current market pressures.

In order to maintain good health of the company, the most significant issue for management is the need to balance short term cash requirements with the security of long term and sustainable turnover.

  1. The silver lining: Africa 

On the positive side, the infrastructure development boom across Africa has attracted investment spend totalling US$ 222.7 billion on a total of 322 projects. Currently, the top sectors, rated by investment value, are energy and power (36%), transport (25%), mining, real estate and water, followed by oil and gas.

Africa, and indeed the world, is hard at work building, modernising and strengthening the African infrastructure, which will lead to greater African self-sufficiency and global competitiveness.

New energy generation hubs are being forged, transport and logistics corridors are being built and basic social infrastructure is being invested in. Telecommunications connections are being strengthened and development is now starting to touch the commercial property sector on the continent. 

  1. Conclusion

In order to increase the chances of success of business rescue for construction companies it is important that the distress is identified before it is too late. The turnaround of a construction company in a business rescue would typically depend on a white knight and/or a cash injection, failing which a turnaround will be extremely challenging with many obstacles.

Management should be alert to the potential distress in the business earlier and not wait until it is too late and the business has run out of cash. Business rescue proceedings should commence when there is still cash available for the operations to continue. Ideally a pre-packaged business rescue plan should be attempted. Once a company has identified that it is experiencing financial difficulties, steps should be taken to endeavour to secure an investor and/or additional funding, which may even be conditional upon approval of a business rescue plan. Although the business rescue practitioner will apply his/her own mind to the process, a pre-packaged option is more likely to succeed.

In order to improve the likelihood of a business rescue succeeding, the following aspects are important:

  • Management should identify the financial distress and commence business rescue proceedings before it is too late;
  • The choice of business rescue practitioner has a bearing on the success and should be a person with a good reputation and an understanding of and experience in negotiating with larger creditors, often the banks; and
  • The business rescue practitioner should be supported by a competent and reputable financial advisory and legal firm.

Transforming the construction industry and with it, the country, is seen by the industry as a business imperative. Business rescue is a potential solution to this.


Chapter 6, Companies Act

Deloitte Restructuring Outlook Survey 2014

Deloitte publication: Construction Lending-Handle with Care June 2011

Deloitte publication: Construction Industry Outlook November 2011

Deloitte publication: African Construction Trends Report 2013

Statistics SA March 2014

If you have any questions or require a more detailed discussion relating to business rescue, contact Wanya du Preez at   


What is your duty as a Director?

duties of directors

The Deloitte Centre for Corporate Governance has produced three articles which may interest you. Introductions and links to the articles have been provided below.

Duties of Directors

The Companies Act codifies the standard of directors’ conduct. The standard sets the bar high for directors, with personal liability where the company suffers loss or damage as a result of the director’s conduct not meeting the prescribed standard. It is important to take note of the requirements of the Companies Act, King III and the JSE that relate to directors and prescribed officers, and to ensure that all directors and prescribed officers are aware of the implication and potential consequences of non-compliance with the Act.

Click here to download Duties of Directors

Audit Committee Resource Guide

The Audit Committee Resource Guide provides insight into the leading practices for Audit Committees. The guide can be used to help assess Audit Committee practices, discuss agendas and other considerations, and provides useful tools to facilitate the work of the committee.

Click here to download the Audit Committee Resource Guide

Risk Committee Resource Guide

The Risk Committee Resource Guide aims to assist board members of companies in designing, developing, and operating a risk committee. In terms of the King III, it is recommended that the board should assign oversight of the company’s risk management function to a risk committee. The guide provides insight into the leading practices for risk committees. It can be used to help assess risk committee practices and to discuss agendas and other considerations.

Click here to download the Risk Committee Resource Guide

The Deloitte Centre for Corporate Governance offers a collection of resources for executives, directors, and those who are active in governance, and can be visited at

How to earn trust to initiate offline engagement using B2B online marketing

BHKXXE Businessmen signing up a contract

In my article titled What you should be doing online to attract new business opportunities, one of the points I raise relates to building trust with prospective clients. People ask for advice or make purchasing decisions from trusted advisors, and trust has to be earned and takes time to develop. Once trust is lost, it is exceedingly difficult to regain, if at all.

A good comparison that I will use for the purpose of this article is that of the dating game. I have listed five stages in a human relationship and equated these with B2B online marketing, in order to demonstrate how you gain trust by treating prospective clients as you would your first date, and your ongoing relationship thereafter.

1. The introduction

Introductions are generally facilitated by mutually known friends, colleagues or family members. In most cases, the introducer knows you well. This generally occurs in business too. A client, colleague or business partner who can vouch for your honesty, credibility and trustworthiness will introduce you to prospective clients without prompting or upon your request. If trust has not been earned, there is little or no chance of this happening.

2. The first date

The first date either makes or breaks a potential relationship. There are many determining factors which include similar interests, shared values and the all important “chemistry”. When asked what is important most people do not talk about looks. They want the person to be themselves (i.e. genuine), they should display an interest in the other person and they should make the other person laugh.

When we equate dating with online marketing, you should focus your efforts on “being genuine” with no hidden agenda, display an understanding and interest in the potential client’s industry and the typical business challenges they have to deal with. I suggest that you DO NOT talk about yourself in terms of your company’s products, services and solutions. This information should be available on your website and the prospect will have a look at this information when the time is right.

3. Subsequent dates

If you follow the rules there is a good chance that there will be a second, third and fourth date and your relationship will grow and strengthen. During this process you are getting to know each other more and more which will result in a mutual knowledge of each other’s good points and flaws. Generally compromise and understanding comes into play because no-one is perfect. If at any point trust is broken, this could end the relationship for good.

To get the second (and subsequent) dates, B2B online marketers have to present the potential client with a compelling reason to continue the relationship. This is best achieved by generating value-adding, interesting, compelling business-related content which the prospect will have access to through an email or blog subscription or engagement and interaction on social media.

4. The proposal

If all goes well with your dating, at some point, the question of a more permanent arrangement will be initiated. The process normally involves “going steady” followed by a marriage proposal. This will either be accepted or rejected.

B2B online marketing, if executed properly, is an ideal way to build credibility and trust over time, and in so doing, you will be seen as a trusted advisor who will stay “top of mind” through continuous value-adding online interaction. If the content and interaction with prospective clients resonates with them, there is a good chance they will contact you should they require assistance or advice and request a proposal. If you are using the appropriate tools to monitor online interaction, you will be able to identify individuals who are consuming your content and you can request a meeting.

5. The wedding

The wedding or close may take place online or offline, depending on whether you are selling products, services and solutions online or not. This article is aimed at companies that sell professional services, products and solutions that are not sold online. You can build a certain level of credibility and trust online using B2B online marketing however the relationship needs to be taken offline in order to meet your prospective client face-to-face.

If you use B2B online marketing effectively, this will assist you in initiating offline engagement. The plus factor is that when you have the first offline meeting, credibility and trust has been developed already.


B2B online marketing can be a very effective tool to build credibility, stay top of mind with prospective clients and to initiate offline engagement, if executed correctly. Remember that you are interacting with human beings with whom you need to develop a relationship and an emotional connection. Remember to be genuine, share content regularly that resonates with the prospect, do not talk about yourself and be patient.

This article was written by David Graham, Digital Engagement Leader at Deloitte Digital

David is a thought leader in the Business to Business (B2B) digital marketing, relationship marketing and content marketing space and is the “go-to” person at Deloitte Digital for businesses who wish to connect, interact and influence business decision makers online, in order to initiate offline engagement. David has more than 20 years in sales and marketing roles at leading global software and management consulting organisations, engaging with executive decision makers and providing them with solutions to business challenges.

If you would like to have a more detailed B2B online marketing discussion with David Graham, connect on LinkedIn, follow on Twitter or email at

Follow Deloitte Digital on Twitter or visit the Deloitte Digital website to get a taste of how Deloitte Digital can help digitise your brand

Data Analytics Trends for 2014

analytics trendsFew areas of business today are changing faster than analytics. From big data and visualisation to predictive modelling and more, analytics represents a rapidly evolving world of technologies and tools that few have time to keep up with. Which trends really matter and which will prove short-lived, which are hype and which will deliver tangible, timely business value?

For all the uncertainty in the field, business leaders still have to make decisions and choices about the future.

The trends highlighted in the report are:

  • The rise of the Chief Analytics Officers: A few years ago there was no Chief Analytics Officers (CAOs). Today there are many in the tens. With the e-commerce on the rise, organisations have created these roles. How does this help oganisations succeed?
  • Machine Learning find a big data niche: Deep automation is still in the pre-Henry Ford stage, but the concept is likely to take off just as fast as conventional manufacturing did
  • A picture is worth a thousand numbers: General movement toward management wanting greater involvement with analytics and data driven decision making – visualisation is a key enabler.
  • Data products run amok: Almost every offering from Google to LinkedIn is a data product. These offerings have led to considerable gain in customers and retention levels.  This can turbo-charge your business—or your competitor’s
  • Is the enterprise data warehouse dead? More companies are now able to gather data from their operations, analyse it, and make it all available to customers. The rise of “in-database analytics” has made EDWs even more popular.
  • Data discovery platforms: The new R&D lab? Discovery is essential in science-based research, development, and product innovation. But it’s no longer restricted to the lab. Increasingly, discovery focuses on data management and analytics. Leading organisations are adopting data discovery platforms—technology environments that make big data manipulation relatively easy and inexpensive.
  • Analytics drives entertainment: Analytics prospered first in well-structured domains like pricing and supply chain optimisation. Next came marketing organisations, where data and statistics found a place alongside creative content. Now one of the last bastions of pure creativity—the entertainment industry—has begun to explore the ways analytics can help human judgment determine which movies, television programs, plays, and books customers want.

Is your management reporting supplying the information you need to make decisions?

management reporting

This article compares management reporting with that of a relationship and provides valuable insights to assist you to derive more value from your management reporting.

Communication by management reporting

You are now undoubtedly wondering what a relationship and management reporting have in common. Quite a lot, actually! Management reporting can be used in your company as a tool for communicating a message to a large number of recipients aimed at encouraging action.

In communication through management reports, just as much can go wrong as in a conversation between partners – people talk at cross purposes, words are not followed by action, key topics are not addressed or people simply don’t formulate what they are trying to say in a comprehensible manner.

If you correctly use management reporting as a communication tool, you can exercise considerable influence over the management and success of your company.

Reporting is a vital instrument for measuring the degree of target achievement and gives important indications about how your business strategy should be implemented. It is crucial that you use your reporting as a means of communication effectively and efficiently.

However, if you have the impression that your management reporting is unable to meet the complex need for information in your company, then – like in a relationship – it is high time to talk.

Click here to download the article

If you have any questions or require a more detailed discussion on your organisation’s management reporting requirmments, contact Carryn Tennent at

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