1701-2165273_Demand Offering Development Playbook v40

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Executive summary 5 I’m pleased to present this Offerings Playbook being launched as part of our #AdvisoryCONNECTED strategy. Our new approach to Offerings is client-centric and is designed to help accelerate our growth and innovation by bringing greater consistency, speed, asset reusability, and integrated capabilities to how we identify, build, and activate offerings. In fact, we’ve built this playbook by tapping into the work already being done by the many Offering teams throughout EY. However, as we all know, a Offerings Playbook on its own doesn’t guarantee success. We’re also allocating resources in new Offering roles, implementing new funding processes, and we’re prioritizing investment in Offering development to maximize opportunities to promote innovation and entrepreneurialism that crosses service lines ► ► ► ► ► Develop new and innovative service offerings addressing mega trends Enable increased EY market share within and across sectors. To accomplish these goals we are strengthening our focus on Offerings, and actively building and managing our portfolio of: Core offerings that today make up the majority of our Advisory business and are the pillars of our sub service line teams and capabilities Sector Offerings that address industry issues, are built with clients, and can be scaled in the market to drive $100+m of revenue per year Global Offerings that are at the heart of convergence and disruption across sectors, have the potential to dominate the market with $500+m of revenue per year, and are a blend of delivery models, service lines, and capabilities (e.g., managed services, technology assets, EY intellectual property, and alliances). By implementing a consistent approach and connected pathways for commercial opportunities across all sectors, clients, and geographies, we can rapidly test and sharpen new propositions in the market and engage clients in co-design opportunities. This new Offerings Playbook includes a supporting framework which will enable, mobilize and accelerate the impact these Offerings will have in the market. I invite you all to join in our #AdvisoryCONNECTED strategy by taking a leading role in Offering development, sales, and delivery. Together we can accelerate Advisory’s strategic contribution to all of EY. Kim Ramko Page 5 Back to contents
Global Offering design approach – Context 6 ► ► In order to achieve our ambition of being a $7b business by 2020, we need block out our competitors, innovate, and capitalize on mega opportunities within and across our Sectors. We need to prioritize investment in Offering development to maximize market opportunities, and: ► ► ► ► Promote innovation and entrepreneurialism that crosses the bounds of Service Lines Capitalize on the opportunities and major trends in our industries Develop new and innovative service offerings addressing mega trends in an industry Enable increased market share within and across Sectors Page 6 Back to contents
Page 1 and 2: Global Advisory - Offerings Guidanc
Page 3 and 4: Overview Page 2 Back to contents
Page 5: Summary and Context Page 4 Back to
Page 9 and 10: Ideas to action Characteristics of
Page 11 and 12: Offering Life Cycle Page 10 Back to
Page 13 and 14: R&D/Innovation R&D/Innovation must
Page 15 and 16: Funding Page 14 Back to contents
Page 17 and 18: Discover Analyzing mega trends and
Page 19 and 20: Incubate Building the Offering stra
Page 21 and 22: Activate, optimize, and maintain La
Page 23 and 24: Use Cases Page 22 Back to contents
Page 25 and 26: Contacts 24 Gary Crays Executive Di

1701-2165273_Demand Offering Development Playbook v40

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