Presentation given at the Melcrum Publishing Strategic Communication Management Summit October 4-6, 2011 in Washington D.C. The presentation describes my evolution of the internal communications approach at DTTL from the remnants of a reactive publishing team in 2009 to a proactive, tightly partnered business line communications team. At its peak, the team had 30 members in four countries. The team was dissolved as part of an organizational restructuring in 2013.

1. Increasing the business value
of communications
Innovation, strategy and trust
Jeff Zwier,
Associate Director, Global Business Line Communications
Deloitte Touche Tohmatsu, Ltd.
jeff@zwier.net

2. Getting started
2 DTTL Global Communications
Company and context
Characters
The journey
Milestones

3. Company and context

4. DTTL Global Communications © 2011 Deloitte Global Services Limited4
DTTL Global Communications
Support the
strategic direction
and business objectives
of the global
organization
Capitalize on new
communication
technologies and
foster an
integrated,
multidisciplinary
approach
Enable global
connectivity and
encourage
collaboration with
member firms
Three interconnected goals
drive our approach to global
communications

5. DTTL Global Communications:
Functional areas
Business Line
Communications
IMOs / Americas
Region
AERS / ERS
Financial
Advisory
Tax Consulting
Global
Clients
Middle
Markets
Industries
External
Relations
PR & media
outreach
CEO media
relations
Regulation & crisis
management
Thought
leadership
Social media
communications
Research &
analysis
Executive
Communications
CEO external
communications
Executive/leader
communications
Global
News
Global
Projects
Planning &
infrastructure
Project
management
Strategic
initiatives
Global
events
Editorial
services
Metrics/
ROI
Brand
Talent
Online Communications &
Multimedia Services
Graphic design
Web & print
Internet
Deloitte.com
Intranet
Deloitte Resources
Campaigns
Online
strategy
Email
marketing
Search engine
marketing
Social media
marketing
Content syndication
RSS/podcasts
Content
optimization
Videography &
photography
Vendor
management
Annual
Review
DTTL HR
OIM

6. The question we
asked…

7. The communications landscape has changed. . .
7
Radio (1920)
TV (1950s)
Internet (1996)
eBay (1997)
Wikipedia (2001)
Cell phones (1984)
Blackberry (2002)
Google (1998)
iPod (2001)
Facebook (2004)
Twitter (2007)
1920 1970
Fax machine (1970s)
Dates shown above are when the technology became
commercially viable
Source: DTTL Online Communications team research
1990 2000 20101930 1940 1950 1960 1980
LinkedIn (2003)
YouTube (2005)
Blogs (1999)
iPhone (2007)
Macintosh (1984)
IBM PC (1981)
iPad (2010)
Mainframe Computer (1960s)
HBO (1972)
MTV(1981)
Amazon (2001)

8. Have the
communicators?

9. Characters

10. Business Line Communications
(established 2009)
• Eleven communicators supporting eight
business lines in four countries
• New leader (your presenter)
• Diversity of knowledge, skills
and experiences
• Diversity of
approaches, methods, business
models, and priorities

11. The journey
11 DTTL Global Communications

12. © 2011 Deloitte Touche Tohmatsu
The vision: A more unified, value adding approach
12 DTTL Global Communications
• New competencies for
communicators
• New roles, teams, tools and ways
of working
• Readiness for higher expectations
of business leaders
• New definitions of how the
communications function
contributes to the organization

13. Innovation

14. © 2011 Deloitte Touche Tohmatsu
New competencies . . .
14 DTTL Global Communications
Actingand
influencing
atadistance
‘Unboxing’
the business
objective
Consultative approach
True business knowledge
Diversified skills

15. © 2011 Deloitte Touche Tohmatsu
. . .to match higher expectations
15 DTTL Global Communications
From . . . To . . .

16. © 2011 Deloitte Touche Tohmatsu
Example competency set
16 DTTL Global Communications
Business Communications
Demonstrates comprehension of generally accepted business communication practices
Theme Foundation Advanced Mastery
Professional
Business Writing
Demonstrates in-depth understanding of
target audience and adapts writing style to
reflect tone, objectives and media selected.
Edits own or others' content for compliance
with organizational writing, risk and legal
standards
Ability to identify requirements for
writing and effectively assess if
content will achieve the desired
business objective
Identifies roadblocks to efficient,
effective writing and proactively
communicates potential solutions to
peers, clients and leaders
Proactively collaborates with clients to
continuously improve efficiency,
effectiveness of
communications.Initiates or
anticipates communications and
drafts copy accordingly.
Builds Brand &
Reputation
Understands and applies Deloitte brand
standards in all communications projects,
production cycles and across all vehicles
Proactively educates communication
and serves as 'ambassador' for
Brand, providing resources and
consultation upon request.
Proactively identifies opportunities for
accelerating brand expression and
designs new communication tools
accordingly
Organizational
Communications
Familiar with industry-related professional
organizations and resources; develops depth
of expertise in one or more communications
specializations
Ability to articulate value proposition
for methods and tools utilized and
understands how to measure
success within a communications
specialty area
Devises communication strategies
and formulates plans that integrate
methods and tools from a wide range
of communications specializations
Communications
Strategy, Planning
& Measurement
Ability to identify key messages, calls to
action and success measures, and align
communications tactics to business
objectives
Independently creates
communications strategy and plan
that achieves one or more specific
business objectives
Demonstrates sufficient knowledge of
business area or DTT overall to
gauge success of communication in
achieving business objectives.
Capable of devising global strategies
and developing extensive/complex
global communications plans
New Practices &
Media
Demonstrates an awareness of external and
internal research on communications
methodologies/tools
Stays current on leading edge
methodologies/tools to contribute to
and influence overall
Communications strategy
Subject matter expertise of leading
edge methodologies/ tools and
applies these to execute best in class
communications plans

17. Strategy

18. © 2011 Deloitte Touche Tohmatsu
Recruiting for a new approach
New hiring process focusing on deep behavior-based interviewing
with both communicators and supported team leaders
Work samples focusing on assessing solution-orientation, not just
content quality
New background and skills emphasis
• Less emphasis on writing, more on translating business
objectives into communications interventions
• ‘Non-traditional’ candidate backgrounds, education
• Change management, training, organizational development
• BA/BS business, organizational psychology, liberal arts with
business minor
• MA/MS communications or MBA at senior manager level
• Experience in professional services, marketing, business
development roles
18 DTTL Global Communications

19. © 2011 Deloitte Touche Tohmatsu
Business line communications:
Operating model
Third party service
providers:
• Document &
Creative Services
• Internal resources
• External
contractors,
vendors
DTTL Global
Communications:
• Online /
multimedia
• External / media
relations
• Global project
teams
• Leaders engage communicators to
confer, strategize, plan, and execute.
• Business line communicators identify
opportunities based upon business
objectives and create a strategy and
plan for internal/leader
communications.
• Business line communicators for each
function/service highlight potential
synergies or duplications, recommend
adjustments, promote best
practices, and measures success.
• Each communicator independently
delivers some communications and
manages relationships with DTTL
Global Communications and/or third
party service providers to deliver
communications projects.
Dedicated business line support is provided through centralized
communications planning and high-quality communicator skills
Business line
leadership
Business line
communicators
19

20. Trust

21. © 2011 Deloitte Touche Tohmatsu
Credibility and influence:
A new conversation for a new role
21
• The potential of communicators and communications
• Positioning communications as a
leadership accelerator
• Objectives-based communications strategy, planning
and measurement
• Behavior-based measurement of results
• Listening, listening . . . and more listening
• An agenda including influence, eminence and
keeping the focus on business objectives
throughout the year

22. © 2011 Deloitte Touche Tohmatsu
Growing together
22
• Build relationships first
• The tools are a prerequisite, not the
destination
• Measure your successes together
• Leverage each other
• Empower and partner beyond the
communications function

23. Milestones

24. © 2011 Deloitte Touche Tohmatsu
The journey
24 DTTL Global Communications

25. © 2011 Deloitte Touche Tohmatsu
Then: Eleven communicators producing communication products
upon request for leaders in nine business lines
Tax
Consulting (3)
Global Clients
Global middle
market clients
OIM
Industries
Audit
Business Line
Communications
Jeff Zwier
Talent
HR

26. © 2011 Deloitte Touche Tohmatsu
Now: Twenty-seven communicators directly contributing to achieving
strategic objectives in eleven business lines
DTTL Global Communications
Director
Business Line
Communications
Jeff Zwier
Specialist
Consulting / KM
Manager
Consulting / SQ
Manager
Global Tax
Global
Tax Lead
Global
Fin Advisory Lead
Specialist
OIM
Global Clients
Lead
Manager
Deloitte Analytics
Specialists (2)
OIM / US-ITS
Manager
OIM / CIO Comms
OIM /
US-ITS Lead
Manager
Tax Service Lines
Manager
Tax Service Lines
Americas/ I MOs
Lead
Manager
Global KM
Global
ERS Lead
Specialist
AERS / DA
Manager
Deloitte Audit (DA)
Specialist
DA Princeton
Specialist
Consulting / SQ
Specialist
Global Clients
Global
AERS Lead
DTTL
HR Lead
Manager
Amer Region
Sr Asc
Amer Region
Global
Talent Lead
Manager
MidMarkets

27. © 2011 Deloitte Touche Tohmatsu
Percentage of communications leads reporting directly to
business line leader / leadership team
27 DTTL Global Communications
1+
Layers
down
Direct
2009
33%
1+
Layers
down
Direct
2010
52%
1+
Layers
down
Direct
2011
75%

28. © 2011 Deloitte Touche Tohmatsu
The journey: What’s next?
28 DTTL Global Communications

29. Think

30. Listen

31. Invent

32. Succeed

33. © 2011 Deloitte Touche Tohmatsu
Increasing the business value
of communications
Thank you
Jeff Zwier,
Associate Director, Global Business Line Communications
Deloitte Touche Tohmatsu, Ltd.
jeff@zwier.net

34. © 2011 Deloitte Touche Tohmatsu