Dragons' Den - Deloitte
*Please note, all information disclosed and utilised to inform our model in this project was retrieved from publicly available sources. No internal or sensitive information is disclosed within this project and the findings/model is conceptual which was constructed based on publicly available academic literature. Our propositions and all comprised information is for academic purposes only and are not utilised as their business model currently.*​
Period 2 was a particularly exciting time for me. I thoroughly enjoyed the New Business Models and Consulting model. This was primarily due to its extensive reliability on critical thinking, in-depth analysis, organisational structure refinement, and unearthing an effective value proposition. However, what was truly a highlight for me during this module and greatest learning experience was the opportunity to compete at the Dragons' Den. What it encompassed was to develop a new consulting business model for a consultant of our choice. Ultimately, our client was an IT cloud consultant within Deloitte who were seeking to go that one step further for their clients in terms of active implementation and coaching. If you were to make it to the final of the Dragons' Den you would be required to present directly to the client, VU alumni and the professors our newly proposed business model in which rectifies issues that they have with their current business model. Snippets have been provided below showcasing our proposed 'multi-model' approach.
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The rationale behind our proposed model was that we sought for Deloitte to leverage the various advantages associated with multi-models. The advantages range from is the establishment of different revenue streams. In this case, through the Deloitte Implementation service offering, which can facilitate co-creation between the client and Deloitte. Additionally, the service offering of Deloitte's Cloud LMS and Evaluation enable tailored learning programs for clients to avail for their own employees in conjunction with personalised AI dashboards monitoring clients' cloud performance, respectively. This is essentially to address the growing need of clients who demand faster results, more value, seek instant gratification, and satisfies clients' modularised needs. We also realised it's important to offer various services offering/adopting a multi-model approach due to the dynamism of the consulting market. This market awareness will certainly assist me when it comes to landing a strategic management consulting role in the near future.
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What still resonates with me to this day after completing this project for the Dragons' Den is that clients' needs are dynamic and demanding. You need to ensure that the organisational structure and service offering is adaptable and versatile in order to retain any competitive advantage when it comes to the consulting industry. The various skills I developed and simultaneously enhanced were behavioural engineering; creativity; networking; time management; and strategic management.