Our Connect for Impact strategy
In 2019/2020, we launched our Connect for Impact strategy – a purpose-driven strategy founded on strong values that gives direction in a rapidly changing world and rooted in our global and Deloitte North South Europe (NSE) approach.
Connect
Proactively connecting our clients, partners, suppliers, people and ecosystems; supporting our clients’ transitions to becoming more sustainable and responsible businesses.
Impact
Driving tangible, measurable improvements to amplify our impact on our clients, our people and society. By focusing on long-term sustainability in the Netherlands, via key societal challenges: health, energy transition, mobility and food.
By 2023, our aspiration is to be the leader in professional services in the Netherlands: in terms of market position and quality and, most importantly, in the minds of our clients, stakeholders and talents.
-vierkant.jpg)
Our strategic imperatives
To become the undisputed leader in professional services, 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 people and for society 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, prioritizing key societal challenges. We keep on strengthening our robust quality programs 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 occupying a leading market position in our chosen markets, we want to be the leader in the minds of our clients and other stakeholders, including our people. 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 aim to 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 North South Europe (NSE) and global (Sustainability, Cloud, M&A 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 allows for growth across all client segments.
4. Accelerate innovation
Leveraging our international cooperation, we want to expand our business model through the development of innovative software assets, shifting from a time-based model 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
Our people determine 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 have redesigned our employee value proposition and implemented terms of employment that are up-to-date and offer the flexibility to cater to individual employees’ needs. In addition, we stimulate entrepreneurship related to our markets by involving our partners and Young Deloitte in shaping the future of our firm.
