EY Global Delivery Network is EY’s worldwide network of service delivery centers from which their Global Talent Hub and Global Shared Services teams operate. EY’s Global Delivery Network plays an important part in the organization’s globalization strategy by providing efficient and effective support to their service lines through Global Talent Hub and to their Core Business Services through Global Shared Services.
GTH and GSS comprise service lines including Advisory, Assurance, Tax, Transaction Advisory Services, Knowledge, Innovations, Finance and Accounting, IT Service Delivery, Risk Management, Business and Creative Services, People Shared Services, Program Execution Services (program management), and Account, Industries and Business Development.
The EY Global Delivery Network’s score operative functions ensure seamless support to both the GSS and GTH operations and comprise HR, Finance, IT, Performance Excellence, Workplace Enablement Services, Procurement, Central Operations, Risk Management and Brand, Marketing and Communications.
The Global Delivery Network team at EY in India comprises 12,000 employees and aspires to become 20,000 strong by 2020.
Create More Value
EY Global Delivery Network wanted to be perceived as value creators in EY Consulting’s core businesses worldwide and not as a mere support or back-end function in a large consulting entity.
EY’s Global Talent Hub in India sought to sensitize its first time managers to the big picture. In the context of why managing business is critical today, it aimed to ensure a seamless transition to map and manage both customer expectations and their team deliverables effectively.
Following this, it wanted to enable its potential leaders to become trusted business advisors to sustain and accelerate business growth across industry sectors.
The solution: Simulation Workshops
As a first step, Celemi Solution provider Siksha launched a two-day Celemi Tango™ workshop for the EY Knowledge Hub, where their service line leader along with his strategy team aimed to build a global ecosystem that encourages global talent engagement and provides seamless customer service management worldwide.
After the two-day workshop, participants spent another day presenting their learning integration. Each of the three teams identified one critical cross-functional project in the areas of improving customer relationship management, talent management, and process management.
Milestones were forecast and rigorously followed by the service line leader until completion of the respective projects. The success of the projects was measured using the voice of the customer method and the internal talent team measured effectiveness by determining the intervention’s ROI. There was a need for professionals to better appreciate how a business operates. Celemi Tango™ seemed to be a great fit.
Discovering Key Drivers
Following the successful review of Celemi Tango™, Celemi Enterprise™ was held to help potential leaders (associate directors and directors) create a mental model of how the business works, what its priorities are and how to move forward.
The two-day workshop encouraged participants to explore and discover the key value drivers in their business and their relative impact on the organization.
It also helped them identify potential improvements and how their own roles within the organization could contribute to strategy.
Developing Business Thinkers using Simulations
Across the service lines at EY GTH India, Celemi Tango™ is now considered to be one of the pivotal programs that enable first time managers to transition seamlessly to effective Tango managers, while Celemi Enterprise™ is seen as essential for their emerging leaders to become business thinkers.
The respective leaders across EY GH service lines were the primary-business sponsors in all Celemi business simulation interventions.
The target group included directors and associate directors for Celemi Enterprise™ and first time managers and senior managers for Celemi Tango™.
Return on Learning Investment
The ROI from attending Celemi workshops results from expanding their customer network, customer management product portfolio and talent management, and is confirmed in internal case studies presented by the participants.
Today, EY GTH India comprises a maximum number of global managers in charge of not only their respective teams in India but also virtual GDN teams located in Argentina, the Netherlands and China.
Mandatory in Business Acumen
The Celemi Enterprise™ and Celemi Tango™ business simulations are now mandatory in EY’s leadership and manager development initiatives curriculum, replacing their nominations to management institutes to learn and enhance business acumen.
“There was a need for professionals to better appreciate how a business operates. Celemi Tango™ seemed to be a great fit. The program was excellently delivered by Celemi Partner Siksha. We’ve have had rave reviews of the program; how the business sense dawns on participants as they progress through the different cycles over two days. I consider this to be an excellent product and we plan to introduce this product to other Business Units and wish to explore other Celemi Simulations, as well.”
Ramanan K. Sangam | GSS Learning & Development Leader, Ernst & Young, Global Shared Services
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