Deloitte Consulting Case
Similar to the experience of new hires at Deloitte, we were tasked with working in diverse teams to develop a comprehensive proposal within a tight, one-week timeframe. Our challenge was to analyze a case prompt that came with a 50+ slide deck of data. We were responsible for extracting key insights, providing innovative recommendations, assessing risks and benefits, and forecasting potential short- and long-term outcomes.
Our team's proposal focused on an M&A strategy, refinancing options, and expanding the company into the B2C market. We presented our recommendations to a team of Deloitte professionals for evaluation. I’m proud to say that our team’s work was recognized, and we were selected as one of the top two groups out of ten.
The Project
Reflection
Our team collaboration was highly effective throughout the project. Our initial brainstorming sessions fostered an open environment where everyone felt encouraged to contribute their ideas and insights. This collaboration was enhanced by our own comprehensive understandings of the case and the associated issues to address. By ensuring that we were all on the same page from the outset, we were able to generate many ideas and clarify any uncertainties that arose during discussions. Once we identified the top recommendations, we strategically divided sections of the project based on each member’s strengths and interests. This not only allowed us to delve deeper into our individual areas of focus but also facilitated a more thorough exploration of the case as a whole. Each team member took ownership of their section, which contributed to a stronger, more cohesive final product. Throughout the process, we maintained open communication, sharing any epiphanies or insights that emerged in our individual sections. This allowed us to discuss these developments as a group and ensure we remained aligned and on the same page. We also did a great job communicating and meeting up as a team to work on the project. This included practicing enough times to get down the speaking roles and also transitions for presentation. We also felt confident in answering questions by expecting different types of questions and talking through what any answer should be.
The final highlight was the presentation itself, where we effectively delivered a compelling case for the client and addressed a range of questions. We met early to rehearse, which boosted our confidence as we walked into the room with the judges. Being selected for a top position was particularly rewarding, proving that our hard work outside of class had paid off.
While our collaboration was strong, there were a couple of areas that needed more attention. First, the organization of our recommendations presented a challenge. Although we had solid individual ideas, it took us some time to effectively relate them to one another and present them in a cohesive manner. Second, refining the speaking parts became essential as we aimed to meet the time limit. Some team members felt less confident speaking, so we worked together to clarify and condense their points, helping them feel more prepared for the presentation. Third, those who had a more confident understanding of the case contributed more to the memo, which took up additional time for some members of the group.
Next time, I would prioritize equal participation in decision-making throughout the project, as it often felt like only one or two people were leading the process. Encouraging everyone to take a more active role would help us make decisions more quickly and efficiently. Additionally, I would suggest being better prepared for the scheduled Deloitte office hours. Since we didn’t yet have a full understanding of all the data, our initial questions were somewhat superficial. If we had more time to analyze the data beforehand, we would have been able to ask more insightful questions, especially in the areas where we ended up feeling confused.