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In 2019/2020, we launched our new corporate strategy, Connect for Impact – a purpose-driven strategy founded on strong values that gives direction in a rapidly changing world and rooted in our global and NSE approach. By 2023, our aspiration is to be the leader in professional services in the Netherlands: both in terms of market position and quality and, most importantly, in the minds of our clients, stakeholders and talent. To reach that goal, by 2023, we need to have our purpose fully embedded in our daily business; through our client work, we will have a tangible impact on the big societal challenges in the Netherlands.

Connect: Proactively connecting our clients, partners, suppliers, people and ecosystems; supporting our clients’ transitions to becoming more responsible businesses.

Impact: Driving tangible, measurable improvements to amplify our impact on our clients, our people and society; focusing on long-term sustainability in the Netherlands, with a focus on several key societal challenges: work, health, safety, energy transition, mobility and food.

To become the Deloitte we want to be in the future, we have built our strategy on five strategic imperatives where we will make purposeful step changes.

1. Embrace quality and responsible business

We live up to our values, creating impact for our clients, our talent and the society around us in areas where we can make a difference and lead on quality. We therefore want to embed our purpose in the core of our business and in everything we do, prioritising key societal challenges. We keep on strengthening our robust quality programmes both in Audit, and in our Advisory businesses.

2. Step up to market leadership

Market leadership is not (only) about size, but about the impact we make. Apart from leading in market position in our chosen markets, we want to be the leader in the minds of our clients, stakeholders and talent. That is why we aim to strengthen our C-level network and profile in the public domain. In Advisory, our target is to secure our leading position; in Audit, we will lead on quality and innovation and establish a fair market share in the upcoming mandatory auditor rotations.

3. Invest in profitable growth

We look to continue our profitable growth in the coming years to enable us to further invest in our talent and innovation. To realise profitable growth throughout our client portfolio, we will leverage our multi-disciplinary growth platforms in NSE, such as Sustainability, Cyber, Cloud and SAP S/4HANA®, to grow our core, export our unique capabilities and leverage our assets. Our objective is to achieve a balanced portfolio, which means growth across all client segments.

4. Accelerate innovation

Leveraging our international cooperation within NSE, we want to disrupt our business model through the development of innovative software assets, shifting from a time-based to a model where software assets play a key role in our delivery. We have prioritised our assets and are gearing up for further roll-out. In addition, we are digitising our own infrastructure by implementing cutting-edge ERM and CRM platforms – supporting our global Deloitte collaboration - as well as business specific digital platforms that we deploy for the execution of our engagements, automated controls, and communication and collaboration with our clients.  

5. Strengthen engagement and inclusiveness

As indicated in the 'Connect for Impact' section, our talent defines the impact we have on clients and society. We believe in the power of diversity and recognise that this starts with an inclusive culture that allows every individual to grow in line with their personal needs and capabilities. We will therefore open up different career paths and embed inclusive leadership as the driving force of an inclusive culture. This will also be the foundation for significant improvements in diversity. We will redesign our employee value proposition and implement terms of employment that are up-to-date and offer the flexibility to cater them to the needs of the individual employee. In addition, we will stimulate entrepreneurship related to our markets by involving all our partners and Young Deloitte in shaping the future of our firm.

Putting our strategy to play

We have designed our strategy execution to create full strategic alignment across our firm. We have defined an integrated set of KPIs across our five strategic pillars and set targets and defined initiatives on the basis of our strategic plan. These targets and initiatives are cascaded down to our businesses and industries that include them in their own strategies and planning cycle. Progress is measured (for most KPIs) on a monthly basis. On a quarterly basis, the strategic KPIs are discussed in the performance meetings between business and industry leadership and the Executive Board, as well as between Executive Board and Supervisory Board. Our Chief Strategy Officer, who is a member of the ExCo, supports our Board in keeping oversight on strategy execution and – when opportune – adjustment.