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To prepare for and take advantage of the rapidly changing marketplace, businesses need to be nimble. Staying on top of technology, global and regulatory trends could mean the difference between improving organizational, financial and operational performance or letting it slip. Explore our latest resources to learn more.

By adapting their strategies to account for the wide range of opportunities and challenges presented by emerging markets today, mid-market companies can lay the foundation for stronger growth tomorrow. This new white paper explains how.

Private companies may have much to gain by embracing a few key features of the governance model required for public entities. The compelling question becomes, could voluntary adoption of some of them inspire important developments for our organization in today’s competitive environment?

Part two in the "Achieving analytics excellence" series discusses how building an analytics center of expertise (COE) can give companies a leg up on managing the powerful technological capabilities inherent in analytics.

Few companies can ignore that approximately two billion people around the world are using the Internet for communications, information and commerce. We’re clearly in the Digital Age. But what’s next? Do emerging technology forces mobility, analytics, social business, cloud computing and cyber intelligence have the power to transform business beyond digital? Some say we’re entering the Postdigital Age when these new technologies will be implemented and integrated into each facet of the enterprise. Are we? Or is this just a futurist’s wishful thinking? Read the debate.

It’s often difficult to see clearly through tough times, but a new year on the horizon encourages reflection and rethinking. Our 2012 industry outlooks provide insights from some of our most experienced and innovative minds. Visit Deloitte.com to get recharged to take on the year ahead.

Many mid-market executives see a window of opportunity in emerging markets, which offer viable alternatives for expanding the customer base, improving operating efficiencies, cutting costs and increasing productivity. This white paper highlights the challenges and benefits.

Where does the move to good governance begin? Perhaps chief among the actions that need to be taken is board of director composition and selection. Having the right people and the right mix of people on the board is the essential stage-setter for sound governance.

Read the first installment of our new series on achieving analytics excellence through organizing and developing an analytics center of expertise.

Explore our latest resources on tax reform, health care reform, the Volcker Rule, the Foreign Account Tax Compliance Act (FATCA) and International Financial Reporting Standards (IFRS).

The holidays are getting a little more personal this year, according to Deloitte’s 26th Annual Holiday Consumer Spending Survey. Respondents plan to spend more money on socializing away from home, and less on gifts and gift cards this season. Nearly one-third of respondents also said it’s important for retailers to have multiple channels and opportunities for consumers to shop from online to in-store.

Deloitte’s Travel, Hospitality and Leisure sector has released their Business Traveler Survey for the second year in a row, providing an interesting look into the link between generation differences and choices in business travel.

Automated Metering Project -- a U.S. First for Gas-Only Distribution Company

Paris, FRANCE,  Los Angeles, USA, December 1st 2011 – Capgemini, one of the world’s foremost providers of consulting, technology and outsourcing services, today announced it has been chosen by the Southern California Gas Company (SoCalGas), a Sempra Energy utility, to support them in the delivery of a comprehensive advanced  meter solution, a first for a large North American, gas-only distribution company. The work is planned to extend to the end of December 2013, with an initial ‘go live’ date of October 2012.

Capgemini will provide SoCalGas with a spectrum of advanced meter project services including developing processes for and staffing a project management office, developing detailed technical and business requirements for the project, managing multiple system releases and developing project strategies for the test and organizational change management aspects of the project. In addition, Capgemini will provide support to the systems integration, architecture, testing, and deployment efforts.

Capgemini was selected for this project by SoCalGas following a competitive tender process involving major vendors.
This project is part of a breakthrough year for Capgemini Smart Energy Services (SES). Since February 2010 when Capgemini launched the SES global service line, Capgemini has grown its smart energy client base from 5 customers in North America to a total of 39 active accounts representing triple-digit growth and all major geographies across the globe. Capgemini continues to expand its SES portfolio focusing on SES Platform, a “software as a service” solution for metering operations as well as Home Energy Management. Capgemini provides the full spectrum of smart metering, smart grid, smart home and smart analytics solutions through leveraging best practices developed successfully over the last 10 years with some of the world’s leading utilities.

Perry Stoneman, vice president and global leader, Smart Energy Services, Capgemini comments: “We’re delighted to have the opportunity to work with a leading utility like Southern California Gas Company on a project of such scale, with such potential. This is the latest in a line of important milestones for Smart Energy Services and of strategic importance to Capgemini as we build our capabilities and expand from electricity into gas metering programs. With each landmark program, we gather more skills and experience to analyze and share for the benefit of our global utility clients.”

-ENDS-

About Capgemini
With more than 115,000 people in 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.
Learn more about us at www.capgemini.com.

Rightshore® is a trademark belonging to Capgemini

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Pricing has always been perceived to be a numbers game. So it’s not surprising that, encouraged by new technologies, a lot of companies are pushing for advanced analytical tools to help take their pricing strategies to the next level. But at the same time, some are wondering whether more analytics is really the answer to their problems. After all, they’re already swimming in numbers. In fact, they could probably rely on intuition alone to identify the obstacles in their way today, right? Explore the debate.

Setting a clear target, identifying the right growth levers, apportioning investments amongst them and managing growth with programmatic, repeatable rigor are the keys to opening the "black box" and building the foundation for sustainable, long-term growth. Explore our latest resources to get started.

Are you frustrated that massive amounts of workforce data are going unused in your organization? Then take just three minutes to read our guide to workforce reporting and analytics to see how workforce analytics is capable of delivering deeper insights that can pave the way to more effective decision making.

Your business generates a tremendous and growing amount of data. If you could decode it all, you could be sitting on a significant competitive advantage. And yet there’s a growing chorus of business leaders who claim that by focusing on big data - datasets that are very large, highly complex or both - companies could be missing out on other, more immediate opportunities. So which is it? Does big data really hold the keys to breakout insights into the business, or is it just distracting from the real business at hand?

In the midst of an economic downturn, when it is all too easy to fixate on cyclical events, there is real danger of losing sight of deeper trends. To provide a clear, comprehensive and sustained view of the deep dynamics changing our world, Deloitte’s Center for the Edge has developed the Shift Index. The Shift Index consists of three indices and 25 metrics designed to make longer-term performance trends more visible and actionable.

As more leaders develop their organization’s analytics capabilities, the debate becomes centered on how to manage them. The key is finding the right model for your organizational culture.

We see leadership development as a process where one that starts with getting crystal clear about your company’s top strategic priorities, then figuring out where your leadership gaps lie relative to those priorities and finally taking targeted actions (more than one!) to close the gaps. Like solving other business challenges, leadership development requires a systemic solution that considers many factors in an organized, thoughtful way. Read more in latest HR Times blog post.