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  • At a glance - EY - Global
    reimagined Resourceful planet Urban world Industries Automotive Transportation Consumer Products Retail Financial Services Wealth Asset Management Banking Capital Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Newsroom Facts and figures EY at a glance EY at a glance Newsroom News releases PR contacts PR activities Analyst relations Fact and figures Share Facts and figures Global headquarters London Global Chairman and CEO Mark Weinberger Meet our leaders Number of people globally 212 000 as of 30 June 2015 Read about our

    Original URL path: http://www.ey.com/GL/en/Newsroom/Facts-and-figures/Newsroom---Facts-and-Figures (2016-02-10)
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  • Global review 2014 - EY - Global
    achieve the best For our clients who depend on us to bring them insight technical excellence is the minimum Our commitment to building a better working world encompasses our people our clients and the broader world For our people we want the benefit of working at EY to last a lifetime We want to help them reach their personal and professional goals And we support them by investing in their learning and development providing a flexible working environment and the opportunity to work in diverse high performing teams In the last year our firms hired more than 60 000 people and welcomed our largest ever group of new partners This reflects the strength of the people we have coming through the ranks at EY and our confidence in the future growth of our organization For our clients who depend on us to bring them insight technical excellence is the minimum At EY we aim much higher we re committed to exceptional client service delivered by highest performing teams By consistently providing it we help our clients improve their businesses and realize sustainable economic growth For the broader world we believe that in a better working world trust increases capital flows smoothly investors make informed decisions businesses grow sustainably employment rises consumers spend governments invest in their citizens and communities flourish To play our part we are dedicated to delivering high quality audits with objectivity and professional skepticism as well as helping our clients to meet their complex tax obligations improve their performance and better manage their capital In a changing world you need to adapt or be left behind At EY we re adapting and this year we have been through remarkable changes ourselves We re continuing to strengthen and better integrate our global organization We re investing in our future including US 1 2b in technology US 400m in our audit transformation program to enhance the quality and value of our audits and US 500m in analytics We have a long history that stretches back more than 150 years and during that time we ve seen a lot of change And what has defined our organization is our ability to adapt while remaining true to ourselves our values and our purpose This is what will continue to define us Mark A Weinberger EY Global Chairman and CEO Mark talks about how EY is responding to change Follow Mark on Twitter Mark Weinberger Our services We go to market through four service lines Assurance Tax Advisory and Transaction Advisory Services Our multi disciplinary business model means we team seamlessly across service lines as well as across sectors and geographies Assurance Our Assurance practices serve the public interest by providing assurance to investors and others regarding companies financial statements and by providing robust and clear perspectives to audit committees as well as through forensic sustainability and financial accounting advisory services that provide information for stakeholders Tax We help our clients understand and manage their tax compliance and reporting obligations responsibly and

    Original URL path: http://www.ey.com/GL/en/About-us/Our-global-approach/Global-review/global-review-2014?utm_campaign=GR14launch&utm_source=eycomPF&utm_medium=web (2016-02-10)
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  • Global Executive - EY - Global
    Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home About us Our global approach Our leaders Global Executive Global Executive Share The Global Executive is our most senior management body and focuses on strategy execution and operations Its membership brings together all the elements of our global organization including the leaders of our geographic Areas and service lines Mark Weinberger Global Chairman and Chief Executive Officer Carmine Di Sibio Global Managing Partner Client Service Lou Pagnutti Global Managing Partner Business Enablement

    Original URL path: http://www.ey.com/GL/en/About-us/Our-global-approach/Our-leaders/About-EY---Global-Executive (2016-02-10)
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  • EY Insights - EY - Global
    marketplace Health reimagined Resourceful planet Urban world Industries Automotive Transportation Consumer Products Retail Financial Services Wealth Asset Management Banking Capital Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services

    Original URL path: http://www.ey.com/GL/en/Issues/Insights (2016-02-10)
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  • EY - Center for Board Matters - EY - Global
    planet Urban world Industries Automotive Transportation Consumer Products Retail Financial Services Wealth Asset Management Banking Capital Markets Insurance Government Public Sector Health Life Sciences Media Entertainment Mining Metals Oil Gas Power Utilities Private Equity Real Estate Hospitality Construction Technology Telecommunications Services Advisory Actuarial Customer Cybersecurity Finance Financial Services Risk Management Internal Audit People Advisory Services Program Management Risk Assurance Risk Transformation Strategy Supply Chain and Operations Technology Assurance About Assurance Services Accounting Compliance and Reporting Climate Change and Sustainability Services Financial Accounting Advisory Services Financial Statement Audit Fraud Investigation Dispute Services Tax About Our Global Tax Services Country Tax Advisory Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Insights Center for Board Matters Center for Board Matters Topics for the board Center for Board Matters Audit committee resources Board composition and function Cyber and digital risks Enterprise risk management Proxy trends Regulatory and compliance issues Reporting Shareholder engagement Tax developments About the Center Featured videos Share X What s Hot Loading topics For the

    Original URL path: http://www.ey.com/GL/en/Issues/Governance-and-reporting/EY-center-for-board-matters (2016-02-10)
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  • The CFO agenda: grow, protect and transform your organization - EY - Global
    Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Insights The EY CFO agenda The EY CFO agenda Grow protect and transform your organization Inside The CFO agenda Digital confidence Grow your top line Protect your organization Transform your operations Focus on India CFO career journey High performing CFO CNBC Global CFO Council Videos About the EY CFO agenda Featured videos Share EY s CFO agenda offers insights to help Chief Financial Officers grow protect and transform their organization Through a combination of tools and resources including web articles videos webcasts and events we aim to assist CFOs as they navigate the challenges of the evolving business environment and adapt to the ever changing scope of the CFO s role We also support the next generation of CFOs in their career development by providing insights on the future of finance leadership What s Hot Loading topics In the News Loading topics More news CFO Career Journey Loading topics High performing CFO Loading topics Grow your top line Against a backdrop of ongoing economic volatility in many locations CFOs must build the business case for new growth opportunities to increase the top line and create shareholder value Protect your organization The flipside of growth is risk and it is the CFO s role to strike the right balance between the two As competitive pressures and technological developments force companies to innovate the CFO must manage the resulting

    Original URL path: http://www.ey.com/GL/en/Issues/Managing-finance/CFO_overview (2016-02-10)
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  • EY - CIO program - EY - Global
    practice the CIO plays a crucial role in enabling the organization to deal with the identified risks and opportunities in the context of cost competitiveness stakeholder confidence customer reach and operational agility Main reports Our research breaks ground in analyzing the CIO role and the person behind it setting aside technological trends and IT budget discussions Main reports Ready for takeoff Overcoming the practical and legal difficulties in identifying and realizing the value of data Based on point of views from EY s global analytics leaders and sector experts the report focuses on how companies can generate value from data by looking into the challenges and steps to take to get most out of the data Explore the report DNA of the CIO Opening the door to the C suite The DNA of the CIO provides fresh insight into what it takes to be a Chief Information Officer today and is based on our global survey of leading CIOs and further C suite members Explore the report Born to be digital executive briefing In the enhanced version of our report we explore how a traditional chief information officer CIO would have to change to succeed in a more digital world Explore the report Personal agenda Enhance your own and your team s capabilities with the collection below Personal agenda CIOs under the mic CIOs under the mic is a series of video interviews with high profile CIOs and EY leaders who explain the lessons they learned getting to the top The videos are designed to support CIOs in networking and influencing others The first 100 days as a CIO In The first 100 days as a CIO the latest edition of CIOs under the mic EMEIA Advisory Performance Improvement Leader Uwe Michael Müller explains how to survive your first 100 days as a CIO and how to turn them into the foundation for future success Go explore Driving innovation at Roche Diagnostics Werner Boeing CIO of Roche Diagnostics a leading life sciences company explains the challenges facing todays CIOs and the experiences to learn from Go explore Global business services Need to knows about IT and corporate transformation Uwe M Mueller and Graeme Butterworth two EY leaders discuss the issues a business should focus on when thinking about global business services Go explore Article collection on PERFORMANCE Offering a mix of articles and case studies EY s PERFORMANCE is designed to get right to the heart of the challenges businesses face today including those most pressing ones for CIOs Change for success the IT transformation The key role of the CIO is to sell the ITT to the company s executives as a necessary element of a broader transformation spelling out the benefits it will bring to the company s strategy Explore more The IT innovation challenge If encouraged to collaborate with other business units corporate IT can be a powerful catalyst for innovation Explore more How to become a successful big data CIO The article discusses the value big data brings to the business and how to use it Explore more How to take control of your digital development Uwe Michael Mueller EMEIA Advisory Performance Improvement Leader and Michael Golz CIO of SAP US discuss the traits needed to move forward as a digital CIO Explore more How CIOs are preparing for digital transformation The report discusses what CIOs can learn from their IT intensive sector peers and defines the six traits of a digital ready CIO Explore more The transition from CIO to CEO As CEO of the Economist Group a UK media and publishing company Andrew Rashbass is an example of a CIO who has made the switch up He gives his view on the transition How did your career progress to where you are today Explore more How to use cybersecurity to generate business value Uwe Michael Mueller EMEIA Advisory Performance Improvement Leader and Ken Allan Global Information Security Leader at EY demonstrate to CIOs how cybersecurity can create value to the business Explore more The next step in achieving CEO success In today s digital economy CIOs are strong candidates to be the next CEOs Traditionally businesses across the globe tend to hire CEOs from accountancy stock but we are about to see a change as the role of IT continues to change the face of business Explore more How to win friends and influence people Better networking skills are crucial for CIOs who want to move beyond technical prowess toward a role where they take their place among the business s strategic decision makers And this is what their businesses now expect Explore more Explore further articles Technical agenda What s keeping you awake at night Browse our latest insights on the most pressing technical topics for CIOs Technical agenda CIO perspectives A series of short executive briefing papers that provide a quick overview of the main findings of recent EY report tailored to be relevant to CIOs Delivering tomorrow s companies today how global business services can transform your business IT will be the key enabler for a global business services model On the flipside it s most likely to move into shared services itself Therefore CIOs must learn to adapt to the new situation while seizing the opportunity to put IT at the center of the drive towards this new operating model Explore the full report Business Pulse exploring dual perspectives on the top 10 risks and opportunities in 2013 With IT as driver for strategy and practice the CIO plays a crucial role in enabling the organization to deal with the identified risks and opportunities in the context of cost competitiveness stakeholder confidence customer reach and operational agility Explore the full report 5 insights for executives Short snappy and to the point 5 s innovative format provides analysis of today s issues for the C suite executive Take a look at those thought pieces relevant to CIOs Translate strategy into execution Use business architecture to drive agile business transformation Our ever changing and increasingly complex business environment rewards companies that can effectively address new challenges and opportunities Without the tools and techniques to align disparate change activities to an integrated strategic end state organizations lose their ability to effectively execute new strategies Learn how business architecture can help you drive agile business transformation Governing the cloud Drive innovation and empower your workforce through responsible adoption of the cloud Cloud services need to be adopted as an integral part of the organization s existing operating model However this can create unforeseen risks if businesses do not simultaneously develop a cloud governance model to establish standards for the business to follow and create clear direction and consistency in managing cloud services Explore website Building trust in the cloud Creating an environment that is secure trusted and audit ready Widespread consumption of cloud services isn t on its way By creating a framework based on six cloud control domains organizations can create a cloud services environment that is secure trusted and audit ready Explore the website Predictive Analytics the C suite s shortcut to the business of tomorrow In the era of big data companies across a range of industries are recognizing the need for better intelligence and insight about their business They want to work out how to make the best decisions drawing on the right information at the right time to being able to predict the future Explore the website Creating an effective hybrid IT model what CIOs need to know CIOs have become more sophisticated to keep pace with advancing technology However they will need to evolve further to meet the new expectations CIOs are now needed to work to develop the business strategy This is becoming increasingly important when moving away from in house IT infrastructures The velocity of change how uncharted risks are redefining the role of the CIO It feels like the perfect storm Virtualization and cloud computing social media mobile and other disruptive technologies are converging upon CIOs The pace at which technology is evolving is creating uncharted risks that make navigating today s IT environment increasingly challenging CIO community We offer a collaborative ecosystem and peer to peer network to address the personal interest of CIOs Do you want to become part of it CIO community CIO s bag of tricks In his blog Uwe Michael Mueller EMEIA Advisory Performance Improvement Leader at EY together with CIO peers aim to provide a straightforward toolkit to help CIOs play their A game Latest blog posts Over the airwaves In our podcasts our leaders exchange experiences and discuss technological and business challenges CIOs face This series also provides an audio version of our print materials Embracing the chances of Global Business Services the CIOs role in innovating and transforming the business Uwe Michel Mueller EMEIA Performance Improvement leader at EY and Graeme Butterworth EMEIA Advisory Center leader for Corporate Services and Transformation and Outsourcing at EY explain why CIOs play a major role in setting up and executing a global business services operations Go explore The DNA of the CIO executive summary The podcast provides fresh insight into what it takes to be a leading CIO today and aims at changing outdated perceptions Go explore The DNA of the CIO consumer products sector perspective The podcast gives fresh insight into what it takes to be a leading Chief Information Officer in consumer products today Go explore The DNA of the CIO life sciences sector perspective The podcast gives fresh insight into what it takes to be a leading Chief Information Officer in life sciences sector today Go explore The DNA of the CIO oil gas sector perspective The podcast gives fresh insight into what it takes to be a leading Chief Information Officer in oil gas sector today Go explore CIO role CIOs are in a unique position often holding a helicopter view of what s going on in the business CIO role As research shows the majority of CIOs enjoy the scope and remit of their role The CIO s contribution in any business can be wide ranging in its scope Execution CIOs are involved in the execution of the basics keeping systems up and running while keeping close tabs on the organization s overall IT spend Enablement This is where a more operational focus starts to give way to something more strategic in nature from improving business decisions by acting as an information broker to proactively enhancing business processes Development At the highest level CIOs are called upon to help develop the business further From delivering business transformation through to introducing business model innovation this can be the most rewarding part of the job Explore each of the wedges of the CIO wheel to learn more Controlling the impact of IT spend onthe organization Managing costs Core skills Core knowledge Excellent budget planning and allocation skills Being able to track costs incurred relating to IT or the IT function Pricing of IT services delivered to the business or customers Maintaining transparent cost monitoring and reporting Setting up appropriate performance targets monitoring of progress and KPI reporting to leadership Aligning spend related monitoring and measurement with the CFO s reporting standards Communicating performance clearly Being able to demonstrate business acumen Knowledge of budgeting costing and accounting principles relevant to the jurisdictions in which the organization operates Detailed knowledge of IT services and related prices Knowledge of dashboard like financial reporting Knowledge of cost efficient sourcing strategies Knowledge of return on investment measures and capital budgeting Awareness of the market and commercial environment Key areas of experience Key relationships Business acumen Financial management in particular planning and forecasting Cost management and control Sourcing contract and service level management Customer relationship management Marketing and communication Supplier relationship management Chief financial officer Chief executive officer Business unit heads Business unit controllers Finance department employees Procurement department employees External suppliers Ensuring the IT and security needs are up and running Keeping the lights on Core skills Core knowledge Being able to deliver IT services and security at agreed service levels and without interruptions Managing daily IT operations in the most effective and efficient way Strengthening IT s business wide reputation by sticking to promises and agreements Identifying communicating and resolving IT and security risks and information effectivelyt Detailed understanding of business requirements Knowledge of business critical processes and related IT services Knowledge of business critical security threats and respective mitigations Know how and when to apply 80 20 rule in order to deliver IT on time budget and quality Know how IT should be organized to deliver value to the businesss Key areas of experience Key relationships IT operations management Business applications management Information security management Business continuity management Continuous service improvement People management Incident management Conflict management Chief financial officer Chief compliance officer Chief operating officer Chief risk officer Head of internal audit Providing insight to support business decisions Acting as an information broker Core skills Core knowledge Anticipating business needs and providing adequate and sufficient information quickly and efficiently Maintaining sophisticated information architectures in order to be able to access the right data at the right speed Managing data storage more thoroughly and accurately Communicating clearly the IT implications of proposals Being able to think out of the box and to be creative Being able to demonstrate business acumen Knowledge of the organization s business products and service lines Awareness of market trends risks and issues Knowledge of enterprise wide information management i e Enterprise Intelligence Knowledge of database and access management Knowledge of master data management and architectures Knowledge of technology platforms that will support the business Key areas of experience Key relationships Information management and business intelligence Knowledge management Data capture approaches and methodologies Business applications management Customer relationship management Marketing and communication Chief financial officer Chief executive officer Chief operating officer Chief marketing and communications officer Chief human resource officer Business unit controllers Taking ownership of IT governance Sustaining and extending the organization s strategy and objectives Core skills Core knowledge Setting up an IT operating model that supports corporate goals Participating in an IT governance body to review approve prioritize and fund IT projects that advance the business strategy Proactively gathering internal business objectives and stakeholder needs Discussing business needs and measures with key stakeholders Developing strategic plans to achieve corporate goals Communicating clearly all IT and risk issues to C suite executives and colleagues Measuring and communicating IT performance and value to the business Ensuring internal controls within the IT function Organization s business priorities Strategic and operational planning methods and tools Organization s business products and service lines IT Governance guidelines Cost management Resource management Risk management and reporting Performance measurement Key areas of experience Key relationships Business acumen Strategic planning Continuous service improvement Business process management and optimization Operational areas such as supply chain finance HR Chief financial officer Chief executive officer Chief operating officer Business unit heads Chief risk officer External consultants Preparing and developing the organization for change Delivering transformation Core skills Core knowledge Leadership skills to drive through change in IT Enabling and leading business transformations by driving IT transformations Proactively recommending transformations to board members in order to strengthen and maintain competitive advantage Setting and communicating the vision and strategy for IT Providing robust but constructive challenge to business stakeholders Communicating clearly the IT and risk implications of proposals Sponsoring delivery of planned transformation or major change initiatives In the IT function Detailed understanding of IT s role in business transformations Awareness of proposed organizational change and transformation projects Knowledge of strategic and operational planning Knowledge of program and portfolio management techniques Knowledge of change management techniques and pitfalls Practical understanding of people management implications during change and transformation projects Key areas of experience Key relationships Large scale transformation management Scenario planning Change management Managing external customer relationships Managing internal customer relationships Internal communication of proposed changes and implications Operational areas such as supply chain finance HR Cultural expertise Chief financial officer Chief executive officer Chief operating officer Chief human resource officer Head of corporate development and strategy Shaping the future of the business with the right technology Bringing business model innovation Core skills Core knowledge Anticipating future impact of latest trends on IT function and the business Radically innovating existing business models Utilizing IT as the enabler for innovative business models Sharing thoughts on existing and new business models with board members and other business executives Engaging with business stakeholders to determine the appropriate role for IT Influencing key stakeholders and winning trust and support for IT projects Turning strategic plans into operational plans and targets including defining KPIs and monitoring progress Awareness of industry and organizational risk profile Awareness of the market and commercial environment Knowledge of business modeling and design thinking Knowledge of innovation management best practices Know how to adopt best practices from other areas or competencies Detailed understanding of IT s role in business model innovations Key areas of experience Key relationships Business model innovation Business acumen Scenario planning Business case creation Marketing communication and customer relationship management Operational areas such as supply chain finance HR Chief innovation officer Chief marketing and communications officer Head of product development Chief financial officer Chief executive officer Chief operating officer Head of corporate development and strategy CIO role CIOs are in a unique position often holding a helicopter view of what s going on in the business CIO role As research shows the majority of CIOs enjoy the scope and remit of their role The CIO s contribution in any business can be wide ranging in its scope Execution CIOs are involved in the execution of the basics keeping systems up and running while keeping close tabs on the organization s overall IT spend Enablement This is where a more operational focus starts to give way to something more strategic in nature from improving business decisions by acting as an information broker to proactively enhancing business processes Development At the highest level CIOs are called upon

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/EY-CIO-program (2016-02-10)
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  • COO program - EY - Global
    webtool you are able to compare your skills experiences and knowledge with leading COOs around the world and across four different sectors It also includes the C suite opinions regarding their COO colleagues Technical agenda COOs are strongly impacting the whole organization as functional or transformational leaders Browse our insights how to approach the most pressing technical topics keeping COOs awake at night Technical agenda COO perspectives The COO perspective is a series of short executive briefing papers that provide a quick overview of the main findings of recent EY reports with a particular emphasis on the relevance for COOs Realizing the value of data COOs at organizations all around the world share their businesses ambitious plans for unlocking the huge potential of big data and analytics 6 steps to get closer Six growing trends in corporate sustainability Sustainability is gaining momentum as a major strategic and operational issue for businesses resonating at board level and COOs will assume increasing responsibility for implementing adequate planning and controls to deal with this Learn how sustainability will affect you Chief executive officer Chief financial officer Chief information officer Business unit heads Heads of key support functions risk IT HR Employees Corporate communications or internal communications Consultants Managing the strategic assets of the company Lining up the troops Core skills Core knowledge Managing portfolio monitoring activities Designing of manufacturing footprint Owning intellectual property including setting up strategy and processes to generate identify and secure intellectual property Creating pipeline of talent influencing attraction and retention Mentoring coaching and facilitating key talent within operations Aligning resources and talent management agenda Implementing appropriate models for rewards and recognition of staff Support brand management and creation of reputation by delivering products and services of highest quality Continuously enforce the value system of the company e g leading by motivation and engagement walk the talk Knowledge of governance risk compliance and legal issues relevant in the market Deep insight into industry and key geographical markets as well as customer trends and competition Human capital knowledge Knowledge of management protection and building of brand Situational leadership skills with regards to different target groups Social competency Different leadership styles Key areas of experience Key relationships Scenario planning Intellectual property management Risk management including disaster management Leadership people management including performance and talent management Chief executive officer Head of corporate development and strategy Head of research and development Chief sales and marketing officer Chief human resources officer Corporate communications or internal communications Employees Investors banks regulators Driving key change and transformation initiatives Being the business transformation owner Core skills Core knowledge Building commitment among stakeholders by using their language and inspiring them Being specific setting up clear objectives and key measures of change in the context of various cultural and corporate specifications Creating a clear plan with transparent outline of benefits Managing skills and transformational activity alignment e g matching of talent to change initiatives Designing and implementing the right behaviors according to the key area of change Leading by motivation and engagement walk the talk Showing integrity and credibility People development skills Implementing coaching and corrective practices Shape the company culture Knowledge of change management techniques and pitfalls Understanding of analytical and predictive models Knowledge of strategic and operational planning Detailed understanding of operations role in business transformations Cultural expertise Knowledge of alternative and innovative communication methods to reach consensus Practical understanding of people management implications during change and transformation projects Situational leadership skills with regards to different target groups Key areas of experience Key relationships Large scale transformation management Project management Scenario management Change management Feasibility analysis Internal communication Chief executive officer Chief information officer Chief human resources officer Employees If appropriate business unit heads and heads of key support functions Consultants Shaping the future of the business Bring business model innovation Core skills Core knowledge Ability to proactively share and discuss strategic options e g organic growth M A Innovating existing business model by linking market developments back to operations Ability to articulate the corporate vision to the key stakeholders using language relevant to their function Challenging C suite and CEO opinions while also being a trusted advisor Discussing operational readiness Creating a framework for the companies innovation processes e g by engaging workforce clients and suppliers Portfolio alignment Entrepreneurial and flexible approach towards challenges Ensuring usage of enabling technologies and workflows Networking skills Understanding of analytical and predictive models Strategic mindset and planning capabilities Knowledge of business modeling and design thinking Knowledge of innovation management best practices Deep insight into technological developments and innovations Deep insights into industry and key geographical markets as well as customer trends and competition Broad economic knowledge Adoption of best practices from other areas or competencies Marketing knowledge regarding new products Human dynamics within the leadership team and politics Key areas of experience Key relationships Strategic planning Marketing and communication Product and service development Innovation management Business model innovation Business case adaption Feasibility analysis Scenario planning Diplomacy Chief executive officer Chief innovation officer Chief financial officer Head of corporate development and strategy Chief sales and marketing officer Corporate communications or internal communications COOs of other companies Other companies in the same business Investors banks regulators Consultants Chief executive officer Chief supply chain officer Chief financial officer Business unit heads COOs of other companies Network within industry Key customers and key suppliers Consultants Designing a framework to implement strategy into operations Making the vision real Core skills Core knowledge Setting up appropriate organizational structures Derive goals for business units from the vision and strategy Operating model design and implementation to achieve strategic goals Implementing operating systems establishing and implementing operating policies directives procedures and KPIs to support corporate strategy Assisting support functions HR IT etc in setting up procedures that link to corporate strategy Translate strategic C suite goals into a tangible working reality for employees Integrity visibility and trust Knowledge of the complete value chain related processes and procedures Understanding the various dimensions of different operating models operational strategy governance process technology organizational design performance Knowledge of strategic decision making processes Knowledge of the company s human capital and operating capabilities Knowledge of best practices within the sector Key areas of experience Key relationships Participation in development and design of vision mission and strategy Assessment of operational readiness and implementation choices feasibility analysis Design and implementation of organizational model Experience of various methods of communication Media experience Chief executive officer Chief financial officer Chief information officer Business unit heads Heads of key support functions risk IT HR Employees Corporate communications or internal communications Consultants Managing the strategic assets of the company Lining up the troops Core skills Core knowledge Managing portfolio monitoring activities Designing of manufacturing footprint Owning intellectual property including setting up strategy and processes to generate identify and secure intellectual property Creating pipeline of talent influencing attraction and retention Mentoring coaching and facilitating key talent within operations Aligning resources and talent management agenda Implementing appropriate models for rewards and recognition of staff Support brand management and creation of reputation by delivering products and services of highest quality Continuously enforce the value system of the company e g leading by motivation and engagement walk the talk Knowledge of governance risk compliance and legal issues relevant in the market Deep insight into industry and key geographical markets as well as customer trends and competition Human capital knowledge Knowledge of management protection and building of brand Situational leadership skills with regards to different target groups Social competency Different leadership styles Key areas of experience Key relationships Scenario planning Intellectual property management Risk management including disaster management Leadership people management including performance and talent management Chief executive officer Head of corporate development and strategy Head of research and development Chief sales and marketing officer Chief human resources officer Corporate communications or internal communications Employees Investors banks regulators Driving key change and transformation initiatives Being the business transformation owner Core skills Core knowledge Building commitment among stakeholders by using their language and inspiring them Being specific setting up clear objectives and key measures of change in the context of various cultural and corporate specifications Creating a clear plan with transparent outline of benefits Managing skills and transformational activity alignment e g matching of talent to change initiatives Designing and implementing the right behaviors according to the key area of change Leading by motivation and engagement walk the talk Showing integrity and credibility People development skills Implementing coaching and corrective practices Shape the company culture Knowledge of change management techniques and pitfalls Understanding of analytical and predictive models Knowledge of strategic and operational planning Detailed understanding of operations role in business transformations Cultural expertise Knowledge of alternative and innovative communication methods to reach consensus Practical understanding of people management implications during change and transformation projects Situational leadership skills with regards to different target groups Key areas of experience Key relationships Large scale transformation management Project management Scenario management Change management Feasibility analysis Internal communication Chief executive officer Chief information officer Chief human resources officer Employees If appropriate business unit heads and heads of key support functions Consultants Shaping the future of the business Bring business model innovation Core skills Core knowledge Ability to proactively share and discuss strategic options e g organic growth M A Innovating existing business model by linking market developments back to operations Ability to articulate the corporate vision to the key stakeholders using language relevant to their function Challenging C suite and CEO opinions while also being a trusted advisor Discussing operational readiness Creating a framework for the companies innovation processes e g by engaging workforce clients and suppliers Portfolio alignment Entrepreneurial and flexible approach towards challenges Ensuring usage of enabling technologies and workflows Networking skills Understanding of analytical and predictive models Strategic mindset and planning capabilities Knowledge of business modeling and design thinking Knowledge of innovation management best practices Deep insight into technological developments and innovations Deep insights into industry and key geographical markets as well as customer trends and competition Broad economic knowledge Adoption of best practices from other areas or competencies Marketing knowledge regarding new products Human dynamics within the leadership team and politics Key areas of experience Key relationships Strategic planning Marketing and communication Product and service development Innovation management Business model innovation Business case adaption Feasibility analysis Scenario planning Diplomacy Chief executive officer Chief innovation officer Chief financial officer Head of corporate development and strategy Chief sales and marketing officer Corporate communications or internal communications COOs of other companies Other companies in the same business Investors banks regulators Consultants Overview Main reports Personal agenda Technical agenda COO community COO role Overview The COO program supports current and future operations leaders as they adapt to a fast changing corporate and economic environment providing insight on technical and personal agenda topics Most recent news Translate strategy into execution Struggling with the accelerating rate of change Business architecture helps identify the right strategic direction prepare a sustainable response and execute across the organization Translate strategy into execution Use business architecture to drive agile business transformation Our ever changing and increasingly complex business environment rewards companies that can effectively address new challenges and opportunities Without the tools and techniques to align disparate change activities to an integrated strategic end state organizations lose their ability to effectively execute new strategies Learn how business architecture can help you drive agile business transformation Why digital governance matters Operating in a digital world presents seemingly unlimited opportunity but it also raises new risks from cybersecurity threats through to compliance failures and organizational silos As companies have raced ahead in experimenting with digital governance controls have lagged Learn about new approaches for minimizing risks and maximizing performance in a new era Speak up Participate in EY s 2014 Global Information Security Survey Now in its 16th year the GISS is one of the longest running and most highly respected surveys of its kind By participating in the survey you ll receive a benchmark report that allows you to compare your organization with others on important information security issues and gain insights for making key decisions Realizing the value of data COOs at organizations all around the world share their businesses ambitious plans for unlocking the huge potential of big data and analytics 6 steps to get closer Creating an agile control environment At many companies as much as 30 of process cost relates to controlling activities yet control environments are often failing to support a profitable growth strategy Learn how COOs can balance risk and operational efficiency to promote growth and drive shareholder value Six growing trends in corporate sustainability Sustainability is gaining momentum as a major strategic and operational issue for businesses resonating at board level and COOs will assume increasing responsibility for implementing adequate planning and controls to deal with this Learn how sustainability will affect you Most utility COOs are convinced their shared support services costs are sufficiently transparent In view of the increasing scrutiny of costs by regulators utilities cannot afford the possibility that rate increases will be denied due to a lack of transparency in their shared services Learn what the next generation support services delivery model for power and utilities should look like Don t let your supplier take you down Inform yourself about five necessary steps to manage your company s procurement risk Click here to explore Avoid stagnant inventory performance Globalization has expanded the supply chain breadth and business complexity Learn the benefits of a holistic cross funtional approach to inventory management Click here to explore Aiming for the top How can companies develop a robust talent pipeline for the succession to an existing COO or find a strong candidate for a new COO role The report outlines capabilities required for a role that varies widely and qualities marking out today s strong operations manager as a COO of the future Click here to explore Industry booklet Routes to the top How to develop industry specific skills Building on the findings of the report Aiming for the top the insert presents the core skills that aspiring COOs need across five key industries consumer products financial services life sciences oil and gas and power and utilities In addition it showcases career paths of leading COOs to highlight the diversity of backgrounds Why COOs are growing in importance Harry Vossebeld the chief operating officer of the Dutch pensions administration business PGGM tells us why his company believes in the role and why he expects more and more organizations to hire COOs in the years ahead Main reports Which are the main challenges COOs need to face Our research breaks ground in analyzing and understanding them looking deeply into a role that is influencing companies success more than any other Main reports The DNA of the COO Time to claim the spotlight Why is so little known about the role of the COO despite its long history The DNA of the COO offers much needed insight into what it takes to be a COO today their challenges and aspirations as well as their key relationships to succeed Find out more Aiming for the top A guide for aspiring COOs and their organizations How can companies develop a robust talent pipeline for the succession to an existing COO or find a strong candidate for a new COO role The report outlines capabilities required for a role that varies widely and qualities marking out today s strong operations manager as a COO of the future Learn more Personal agenda The collection below shall help you to grow in your role or to help those in your teams to enhance their capabilities Personal agenda Recent articles of relevance to the COOs personal agenda Next stop CEO Education career advancement and contingency plans Steven Phan has been EY s Area Managing Partner for Asia Pacific since 1 July 2013 having previously served as COO for the region He reflects on how that role prepared him for his current challenge Why COOs are growing in importance Harry Vossebeld the chief operating officer of the Dutch pensions administration business PGGM tells us why his company believes in the role and why he expects more and more organizations to hire COOs in the years ahead Mentoring a two way opportunity Mikael Bratt the executive vice president for Group Trucks Operations at Volvo Group the commercial vehicle manufacturer outlines the value that he and his business is getting from its mentoring program The case for a chief operating officer Why should companies hire a COO in the first place What is the real value of the role Find out how to sell yourself and your capabilities better to your C suite peers From service scapegoats to strategy partners the evolving role of the European COO Although the role of chief operating officer is relatively new in Europe it is now becoming more established across all industries in the Eurozone Interactive webtool With our interactive webtool you are able to compare your skills experiences and knowledge with leading COOs around the world and across four different sectors It also includes the C suite opinions regarding their COO colleagues Technical agenda COOs are strongly impacting the whole organization as functional or transformational leaders Browse our insights how to approach the most pressing technical topics keeping COOs awake at night Technical agenda COO perspectives The COO perspective is a series of short executive briefing papers that provide a quick overview of the main findings of recent EY reports with a particular emphasis on the relevance for COOs Realizing the value of data COOs at organizations all around the world share their businesses ambitious plans for unlocking the huge potential of big data and analytics 6 steps to get closer Six growing trends in corporate sustainability Sustainability is gaining momentum as a major strategic and operational issue for businesses resonating at board level and COOs will assume increasing responsibility for implementing adequate planning and controls to deal with this Learn how sustainability will affect you Global corporate divestment study Many companies plan to

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/COO-program (2016-02-10)
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