Operations Excellence

Middle East offering brochure

Contents

The driving forces for change 4

This is the age of transformation
The driving components of change
A holistic reflection on the business
Key business challenges and potential responses

Our proposition – Operations Excellence 9

The key principles of our delivery
Our tailored process improvement approaches
Deep dives on process improvement approaches

Deloitte can be your partner of choice 18

How we are structured to serve your needs
Market recognition
Meet our team
 Deloitte | Operations Excellence

Introductory message: Staying resilient

Would you be able to stay resilient with the changing dynamics of the market
landscape and the iterative waves of innovation?

Muhannad Tayem Rami Khalaf Howard Doberman

ME Core Business Operations Leader ME Operations Transformation Leader Global Operations Transformation
Leader

When thinking of Operations What is the key driver for triggering How is Deloitte positioned to win with
Excellence, what is the most operational excellence conversations our clients in the Middle East region
important advice you would give to with clients in the Middle East? and be their partner of choice to stay
your clients to stay resilient? resilient?
“Our clients in the Middle East are seeking
“Operations Excellence should be derived to pursue excellence in their operations “One of our priorities this year is to
from leading-edge technology changing with a clear drive to transform into approach the market as one digital,
the business ecosystem, and performed digitally-enabled and lean organizations. informed and powerful business to
in alignment with a bird’s-eye-view on This is triggered by the various national- integrate digitally-enabled solutions for our
the organization, navigating the multiple level strategies, and transformation clients through our sector-savvy people.
upcoming waves of innovation. Businesses agendas, which are shaping the future in At Deloitte, we believe in the strength
will see the urgency to adapt to the the Gulf region. In speaking to our clients of our global brand. Our ecosystem is
changes in the market landscape through we emphasize our dynamic and agile always evolving with multiple intra-firm
an agile approach to position the business approach to successful transformation collaborations and partnerships with
for success and follow excellence.” (Imagine, Deliver, Run), and the importance the key market players. In addition, our
of internal capability building.” repository of proven global capabilities
helps us to bring the right solution to the
right challenge.”

03
Deloitte | Operations Excellence

The driving forces

for change

04
 Deloitte | Operations Excellence

This is the age of transformation

Research shows that changes are
happening across various operating As change is constant, businesses
dimensions. These changes are forcing
business leaders to review their operations should be ready to respond instantly
in order to increase efficiency and market
share and to improve the customer and ensure resilience.
experience.

Cloud and Analytics and Digital experience and

Core Risk Business of technology
Blockchain cognitive digital reality

Ethical Global study: Finance and Human

Horizon Architecture Digital
technology The kinetic the future experience
next awakens twins
and trust leader of IT platforms
2020

DevSecOps Beyond NoOps in

Connectivity AI-fueled Intelligent Beyond
2019

and the cyber the digital a serverless

of tomorrow organizations interfaces marketing
imperative frontier world

CIO survery: Enterprise

The new Risk Exponentials No-collar Reengineering API Blockchain to Digital
2018

Manifesting data
core implications watch list workforce technology imperative blockchains reality
legacy sovereignty

CIO survery: Dark Machine

Risk Exponentials IT Inevitable Everything- Trust Mixed
2017

Navigating
implications watch list unbounded architecture as-a-service economy analytics intelligence reality
legacy

Reimagining Social CIO survery: Right-

Risk Autonomic Democratized Industrialized Internet AR & VR
2016

core impact of Creating

implications speed IT platforms trust analytics of Things go to work
systems exponentials legacy

CIO as chief IT worker Software-

Core Risk API Amplified Ambient Dimentional
2015

Expo- integration of the defined

resistance implications economy intelligence computing marketing
nentials officer future everything

Technincal In-memory Cybe CIO as Realtime Cloud Cognitive Digital Social Industrial
debt Exponentials venture Wearables
2014

resistance security DevOps orchestration analytics engagement activation crowdsourcing

reversal capitalist

Reinventing No such Design as CIO as IPv6 (and Finding the Gamification

Business Mobile only– Social
2013

the ERP thing as a discipline potdigital this time face of reengineering goes to
of IT and beyond
engine hacker-proof catalyst we meant it) your data work

Big data
2012

Outside-in Digital Measured Hyper-hybrid Geospatial Enterprise User Social

architecture identities innovation clouds goes to visualization mobility empowerment business Gamification
work

Almost- The end of

2011

Cyber CIOS as Capibility Real Applied User Social

enterprise the death inetlligence revolutionaries clouds analytics Visualization mobility engagement computing
applications or ERP

Services Best-of-breed Cyber CIO Value-driven Virtual- Cloud Information Information Wireless User Asset
2010

thinking enterprise security operational application ization revolution automation management & mobility engagement intelligence
applications excellence management

05
Deloitte | Operations Excellence

The driving components of change

The seven drivers presented below are leading businesses to embark on

transformation journeys.

The seven drivers for change within an organization are:

Customer • Shift in business model

• Shift in value chain focus/position
Care for the user experience and 01 • Quality program and Voice of the Customers (VoC) to increase market share
the changing preferences
• Leveraging data/AI to understand the customers’ needs

Capability • New organizational structure

Build the right capability and deliver 02 • Future of work/operations
on the strategy promise • Robotics and cognitive automation

Technology
• Next generation IT operating models
Incorporate the necessary changes in
technology to support the service
03 • Digital transformation
• IoT, cloud solutions, etc.
delivery model

Regulatory • Legal entity restructuring

Respond to regulatory changes 04 • Changes in regulatory landscape

• Compliance programs
driving the change in operations
• Ecosystem driving forces for change

Finance
• Recovery from liquidity crisis
Improve the financial position to
stay competitive
05 • Enhancement of the financial position and performance

Excellence
• Stakeholder pressure and transparency
Improve quality and speed to 06 • Making operations lean to eliminate waste and reduce variability
match stakeholder expectations • Optimization and excellence programs

Cost
• Efficiency and effectiveness programs
Optimize profitability and 07 • Organization-wide profitability improvement plans
improve ROIs • Sales, General and Administrative (SG&A) programs

Source: Operations Transformation Brochure - 2019 – Modified

06
 Deloitte | Operations Excellence

A holistic reflection on the business

In order for leaders to effectively respond to the drivers for change, a holistic
analysis should be performed covering their strategy, operating model and
operating capabilities.

Three principles are crucial for the 3. There must be a deep understanding of
successful delivery of the transformation customer needs/wants before making
journey: any change.
1. Improving business operations should
be in alignment with the strategy in The change should be capability – and
order to match the changing market customer-driven to realize success.
dynamics. An agile mindset and digital adoption
2. The business enablers (e.g. People, throughout the transformation journey are
Process and Technology) should be key to realize the expected benefits and
worked on holistically to drive the drive excellence.
excellence agenda.

Business model Operating model

Digital adoption

Customer success
Agile mindset

Strategy Capabilities People, process and technology

Source: Architecting an Operating Model: A platform for accelerating digital transformation - 2019

07
Deloitte | Operations Excellence

Key business challenges and potential

responses
Our operations excellence market offering is holistic and can support our clients in
addressing their challenges and achieving their aspirations.
Typical challenges we support our clients to overcome

Lack
of skilled
Operating
Pressure to resources
improve model
Reporting
financial health changes Non-compliance
challenges

Unrealized
Process growth
Technology
variability
Inconsistencies impediments

Changing customer Wasted

preference resources
Stakeholder pressure

Customer National Regulatory Operational

complaints transformation shift risks
agendas

Increased
lead time

Potential responses to sample challenges

Delivering on set strategy Delivering excellence to customers

“Our processes cannot support different “Our process lead time is long and varying,
channels for loan application submission and leading to customer complaints and loss of
review (i.e. mobile, online, and branch).” market share.”

Complying with regulations Leveraging digital technology

“All our services should be delivered through
“Our current core systems are not integrated
a new public platform, and our current
with the surrounding systems leading to
process cannot support the generation of
duplication in manual entries and
required reporting.”
inconsistencies in data.”

Building excellence capability

“A new royal decree has been published
requesting organizations to have a dedicated
excellence department.”

08
 Deloitte | Operations Excellence

Our proposition
– Operations
Excellence

09
Deloitte | Operations Excellence

The key principles of our delivery

Our delivery approach is customer-focused, agile and flexible, accelerated through

technology, integrated and outcome-driven.

We have to rapidly evolve our offering to Our Operations Excellence market offering
be able to provide our clients with the brings our thinking and experience into a
demanded operational and technical best-in-class approach with a focus on the
solutions for today’s persistent challenges. five below principles:

02 04

01 03 05
Customer focus Technology expertise Outcome driven

We put customers, users, We bring the best of our The aim is to improve the
and citizens at the center technology expertise into customer experience by
of our approach, Agility and flexibility Integrated design
our approach and our reducing waste, time and
optimizing solutions for solutions, leveraging cost, and making the
needs and wants, We deliver iteratively, automation and data We drive cross-functional, process leaner and more
improving channel access, leveraging agile principles analytics in order to inclusive design and efficient. This can lead to
increasing adoption rates, to test the potential accelerate the assessment delivery approaches, enhanced quality and
and ensuring we solve the solution early, measure the phase, have a deep involving all stakeholders compliance, increased
right problem from the impact, and correct in case understanding of the to get their buy-in and levels of automation and
start. the outcomes are not end-to-end process based optimize cross-silo transparency, and an
realized. This helps in on factual data, and spending. This will increase enhanced continuous
de-risking solutions and propose the most transparency and improvement mindset
meeting our clients’ unique appropriate solution. efficiency throughout the across the organization.
requirements. project.

10
 Deloitte | Operations Excellence

Our tailored process improvement approaches

Our three proven approaches can tackle various business challenges and clients’
contexts. We help you decide which one is the best for your needs.

01 02 03 Global
capabilities
and delivery
platforms

Process optimization Process mining Robotic Process

Automation

In this capability we assist Process mining enables capturing Robotic Process Automation (RPA)
organizations to ensure that their the end-to-end business process helps businesses improve the
business processes are efficient, and generates data-driven insights efficiency of their operations faster
effective and economical. into root causes for process issues. and at a lower cost than other
Our proposition is guided by our Process mining enables actionable automation approaches. RPA is
VSIM and RIE (explained later) that insights based on process data to presented as a computer-coded Operations
can fit the different customer needs optimize operational processes software that is used to process Excellence 4.0,
in the Middle East. toward strategic goals. and report on data, imitating VSIM and RIE
human interactions that are
Methodology 4.0 is Deloitte’s new Deloitte, with its very own Center partially or fully manual, repetitive,
integrated Ops Ex methodology. It for Process Bionics (CPB), is building standardized or rules-based.
can support clients in iteratively an ecosystem with various tool RPA can support in achieving
launching the most complex of providers and has already greater operational efficiency,
changes, services and/or products established partnerships with increase scalability and flexibility,
while improving the experience of Celonis, Signavio and MPM improve the customer experience
both the internal and external end (Mehrwerk Process Mining). The and data quality.
users. CPB has proven to deliver cost
Center for
savings, increased transparency,
process bionics
reduced lead time and more.

Improve Deploy to Automate Global RPA

to excel monitor to thrive methodology

and EVE

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Deloitte | Operations Excellence

Approach (I): Process optimization

We can either help you solve a specific process issue or analyze your end-to-end
process.

Value Stream Improvement Rapid Improvement Event Operations Excellence (OE)

Methodology (VSIM): (RIE): 4.0:
Supports the delivery of Articulates a specific challenge Helps our clients to reimagine
end-to-end improvement across for the client through in-depth complex problems, supports
the client value chain to ensure analysis of the issue to proposes the design and build of
a holistic view on the challenges a solution that tackles this customer-centric solutions,
and propose a viable and specific challenge. and accelerates the launch
integrated process solution. and scale to realize significant
What we use operational benefits.

VSIM: End-to-end process or OE 4.0: Driving the excellence

value chain improvement agenda in the organization
through an integrated approach
“Rework and non-value-
added activities are leading RIE: Resolving a specific “We need to holistically look into
to decreased customer process-related challenge our organization capabilities and
satisfaction.” make the best of the technological
advances through our process
“Our internal credit evaluation
When? process led to an increased
design.”

(Main use cases) volume of collection activities.”

Operations Excellence 4.0

IMAGINE DELIVER RUN

GOVERNANCE FRAMEWORK &

MOBILIZE KPIs DEFINED LAUNCH TRANSITION
TO RUN

ARTEFACTS

1. Discover 2. Design 3. Re ne 4. Build 5. Scale

GENERATE IDEAS & ELABORATE REQUIREMENTS

UNDERSTAND THE BUSINESS PRODUCE HIGH-LEVEL & PRODUCE DETAILED ROLL OUT AND SCALE THE
How? & DEFINE THE PROBLEM MINIMUM VIABLE PRODUCT SERVICE PLAN BUILD THE SERVICE /
PRODUCT
SERVICE / PRODUCT

(Global capability)
VSIM RIE
SCOPE
Implement
Scope
SUSTAIN

ASSESS

VSIM Rapid
approach Prepare
ITERATE Future
IMPLEMENT state
Current
FUTURE state
STATE

12
 Deloitte | Operations Excellence

Telecommunications regulatory authority in the UAE – Business process reengineering

Client situation strategy focusing on increased efficiency with initiative cards in order to ensure
• TRA had just issued its new 2021 strategy and improving customer service, and as a smooth transformation across the
and was facing issues in improving part of the overall strategy for the UAE, organization
the level of quality across the various Deloitte:
services rendered to its customer groups • Assessed the current business processes Key benefits
in telecommunication regulatory and and operational KPIs • Assessment of current as-is processes and
e-Government matters, as well as suffering • Identified per process the pain points and set of KPIs
varying levels of efficiency across its performed a root cause analysis to identify • Reengineering 200 processes across
support services functions. Accordingly, the areas of improvements in alignment corporate, support and core functions
the need to reengineer the business with the strategy Improvements were • Development of operational KPIs in order
processes was identified to ensure the divided into 3 areas: process, system and to monitor the efficiency and results
alignment of business operations with people achieved
the new set of strategic objectives, and to • Developed the future processes to • Issuance of a revamped authority matrix
achieve higher levels of efficiency across ensure solid functional integration across • Development of a two-year
the various core business functions. various functions of the organization from implementation roadmap
customer facing to support services, and
Work done revamped the current authority matrix to
• Based on the designed target operating ensure that the necessary governance is
model that enables TRA to align its maintained
enterprise design with the new 2021 • Developed an implementation plan along

Process optimization for the capital markets division of a global investment bank

Client situation dependencies, resourcing, and tasks were • Future state process models were
• The capital markets division of a analyzed to determine root causes and the constructed to reflect the recommended
global investment bank launched an ability to mitigate or eliminate the sources changes and to showcase the efficiency
organization-wide initiative to reduce of waste and cost savings expected
operating costs by 30% over three years. • Recommendations were compiled • At the end of the project, the client had a
The client engaged Deloitte to accelerate into function-specific implementation living repository of process models
the existing initiative execution and roadmaps with execution
identify new cost reduction opportunities recommendations for realizing the
within key target areas of its capital expected cost reduction benefits within
markets operations. the next 12 months

Key benefits
Work done • Current state process models were
• The VSIM approach was used to assess, constructed and validated live during
analyze, and identify improvements. The subject matter expert interviews
Deloitte team collected operational data • Post-interview, volume and cost data were
through process interviews with subject collected and overlaid on models
matter experts within each middle and • Pain points were highlighted and a root
back office team cause analysis was conducted to identify
• Process bottlenecks, pain points, optimal process modifications

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Deloitte | Operations Excellence

Approach (II): Process mining

Process mining changes the conversation from discovering what happened, where
and by whom, to understanding why things are happening and taking action.

Deloitte, with its very own Central for Process Bionics (CPB), is building an ecosystem with various tool
providers and has already established partnerships with Celonis, Signavio and MPM (Mehrwerk Process
Mining). The CPB has proven to deliver cost savings, increased transparency, reduced lead times and more.
Our database of use cases from different sectors can be leveraged for our clients’ challenges.

What we use

Leveraging systems data to Gain insights into root causes

achieve full transparency for process issues

“It takes us forever to “The problem seems to be in the

monitor the performance of Quantifying complexity process design, but we know for a
our sales representatives. based on data-driven facts fact that there are other reasons
Data collection is a long and driving this decline in growth rates
hectic process.” across geographies.”
“We do not understand why we
When? keep seeing a decline in our
(Main use cases) conversion rate from prospects
to customers.”

System Landscape Transparency & Insights Business Value

Transparency Creation Holistic Process Improvement

Actual process flows

become transparent
in real-time

Data-to-
value

How?
(Global capability) -:=&&?%
4&:;='(?I%

Efficiency

DATA-TO-VALUE

Cross-functional
IT & Service Mgmt. Finance & Accounting Procurement SCM/Production Sales & Marketing

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 Deloitte | Operations Excellence

Pharmaceutical group in Switzerland – Global purchase to pay process mining

Client situation management (SRM) and ARIBA from Key benefits

• The client was striving to simplify and multiple regions • Confirmed headcount reduction through
streamline the end-to-end finance • Adaption and enhancement of the PtP the streamlined processes
and procurement processes and the process mining data model created in the • Full end-to-end view and insights on the
underlying IT systems pilot phase, integrating different source process and bottlenecks
• The client decided to use Celonis Process systems into one common process mining • Understanding of the automation level
Mining to provide process transparency data model that unifies the process and possible error-generating tasks
and to identify opportunities to reduce landscape • Deloitte leveraged its partnership with SAP
complexity • Furthermore, Deloitte developed and Celonis to enable a global analysis of
• After the pilot phase conducted by Celonis, customized analyses for client. All work the PtP process
the Process Mining solution should be was fully documented, validated and
technically and functionally rolled out. The tested
key challenges lie in the heterogeneous IT • Deloitte leveraged its standardized
landscapes and numerous legal entities to Process Mining Data Framework, as well
be integrated as previous experience with SAP and
Celonis to enable a global analysis of the
Work done PtP process
• Global analysis of the procure to pay (PtP)
process took place across different SAP
systems including supplier relationship

Large mortgage company in germany – Process Mining

Client situation cancellation rates, re-work effort on Key benefits

• Deloitte was engaged by a large German submitted applications, automation, • Confirmed headcount reduction of around
mortgage bank to perform a process etc. through deploying process mining 25%, which was invested in the growing
analysis in order to identify efficiency and technology business
cost savings • The back-office was restructured along • Auto approval rate went up to 68%
• The exercise included a process mining newly developed organization criteria with • Re-work activities (count) in front- and
analysis for pre-automation and post- internal shared services and specialist task back-office could be reduced by ca. 50%
automation stages forces for complex loans
• The submission criteria for loan brokers
Work done was changed and higher quality standards
• After process workshops, tasks were were applied vs. internal re-work within
divided into value add, and non-productive the mortgage bank
“waste”. We found that much time was • Retrospective data analysis was conducted
invested in quality assurance of submitted before/after applied changes with the
mortgage applications process mining tool (one time)
• A management cockpit on process
efficiency was established with

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Deloitte | Operations Excellence

Approach (III): Robotic Process Automation

Robotic Process Automation (RPA) helps businesses to improve the efficiency of

their operations faster and at a lower cost than other automation approaches.

Deloitte global Robotic Process Automation (RPA) methodology combined with our Automation
Lifecycle Management Platform (EVE) is our edge when it comes to automating operations and realizing
value from technological advances.

RPA is presented as a computer-coded software that is used to validate and analyze, gather and collate,
record, calculate, decide and produce, orchestrate and manage, transport and communicate, and report on
data, imitating human interactions that are partially or fully manual, repetitive, standardized or rules-based.
What we use

Automate high-volume and Processing data to gain insights

repetitive tasks
‘We cannot connect the dots using
“It takes us decades to Performing repetitive the huge amount of data we
collect and analyze customer rule-based tasks usually collect every year. Our reporting
feedback surveys.” done manually process is a mess.”

“The validation steps in our claim

When? process require 4 FTEs while the
(Main use cases) benchmark is 1.5 FTEs.”

RPA Global Methodology – V3

EVD for RPA
Imagine Deliver Run

Plan and prepare

Build, test, deploy the solution Maintain the solution
for the project

Key Tasks to Deliver “Our Way”

Develop Process Develop Solution Design Develop Post

Conduct Service
Develop Value Strategy Develop Project De nition Documents Documents Delivery Transition Implementation and
Charter Evaluation Report

Perform High-Level Develop Code and Conduct Integration Perform Incident Perform Change
Validate and Prioritize
Process Design Conduct Unit Test Test Management Management
Requirements

How? Perform Vendor

Selection
Install and Con gure
Tools
Develop Training
Courseware
Develop Service Delivery
Transition Plan
Conduct End-User
Training
Track Bene ts
Realization

(Global capability) Develop OCM

Strategy
Develop Project Plan Execute Production
Deployment
Conduct User
Acceptance Test (UAT)
Monitor Service Level
Performance
Perform Delivery
Assurance Review

EVD for RPA

Let the method be your guide

EVE: Automation Lifecycle Management Platform

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 Deloitte | Operations Excellence

Petrochemical client in KSA – Governance and cutover plan for RPA implementation in
procurement
Client situation Work done Key benefits
• The client is one of the largest • A governance mechanism was built to • The initiative helped build the right
petrochemical firms in the world, ensure the long-term sustainability of the processes and methodologies for future
headquartered in Saudi Arabia. The client RPA solution in procurement, as well as to expansion, along with assisting in the
was looking at transforming its Global facilitate future expansion successful deployment of the RPA solution.
Procurement Services (GPS) organization • The process performance of the end- • 40% productivity uplift, C.80 FTE activity
by replacing manual tasks in high to-end procurement operations was automated
transactional areas with RPA solutions to reviewed and baselined • 50 robots executing over 25,000
reduce operational costs, and to increase • Quality issues causing significant rework operational requests per week across 10
compliance, efficiency and transparency. and resulting in inefficiency were sub processes at 30% UK FTE cost
• Deloitte was engaged to review 800 FTE appraised, identifying improvement • 2 of top 5 quality failures eliminated
operations end to end. The objective was opportunities to aid overall efficiency • 24/7 operational production
to develop a target state to improve case • Key activities were identified for potential • Ability to scale up and down robots to deal
handling productivity by 20% or above automation using robotics process with future demand
to address the existing case backlog automation software in the procurement
and meet regulatory requirements. The operations
productivity increase was required to • Deloitte designed, built and tested a proof
be designed and implemented as BAU of concept prior to wider rollout
operations continued with no material
impact on quality or customer outcomes

Australian bank – Automation using Deloitte automation management platform (EVE)

Client situation to operational deployment and benefit Key benefits

• The client had established the case for realization • 300 processes were assessed of 700
automation and deployed only a single • An automation center of excellence identified across the organization,
operational automation using RPA in 18 (CoE) operating model was designed including continuous improvement
months and established to drive sustainable opportunities through an operational
• There were no pre-existing frameworks for and consistent assessment, delivery and reporting framework
business cases with limited stakeholder deployment • 100+ bots currently in operations under
engagement leading to poor or ineffective • We conducted an initial review and management
prioritization assessment of 90 potential business • Real-time tracking of operational
• There were no means to measure processes in 4 weeks to create a baseline performance for process owners and
benefits post-implementation or govern delivery and prioritized an automation operational teams
operational performance and continuous roadmap that was then executed and built • Continuous improvement opportunities
improvement opportunities, leading to a upon over the remainder of the program uncovered through insights
lack of confidence in automation to drive • Deloitte drove end-to-end delivery and • Proactive fault prevention through
business value operational utilization through the monitoring and automated alerts
implementation of an insight-driven
Work done governance process supported by a suite
• A new end-to-end digital workforce of automation performance reports that
management platform was deployed to were intuitive and available across the
manage the identification and qualification organization
of business opportunities, through delivery

17
Deloitte | Operations Excellence

Deloitte can be
your partner
of choice
18
 Deloitte | Operations Excellence

How we are structured to serve your needs

Our core business operations offerings bring innovation right to your very core,
and make sure your fundamental operations are fit for purpose. Our operations
excellence offering is one piece of the excellence puzzle.

Operations transformation Systems engineering Cloud engineering Industry solutions

The right strategy and Our industry-leading IT and Get to the future faster. Turn Drive operational
transformation approach technology specialists will the status quo of today into improvements, enhance
can prepare core business guide your organization market-leading business business strategy, negotiate
operations to grow, embrace through end-to-end redesign innovations for tomorrow. Go market challenges, and
the digital agenda, maximize and the modernization of from on-premise to cloud, to revitalize your customer
operational efficiency, and your platforms to elevate new enable competitive advantage. experience with Deloitte’s
optimize capital assets. capabilities and empower your suite of software-as-a-service
business. solutions.

Emerging business models Payments transformation

Our EBM practice helps clients to imagine, Our payments transformation practice
design and deliver their future operating partners with clients (across all industries)
model – bringing to life and through their payments transformation
operationalizing their core strategy. With journeys, focusing on designing and
technology-enabled innovation and delivering a superior experience, reducing
cloud-based opportunities disrupting our costs and maximizing flexibility to support
clients’ business models, we help to define new revenue models.
and deliver a new “north star” for how they
operate, capturing new value and driving
future profitable growth.
Operations excellence Revenue cycle innovation
Our Operations excellence practice blends Our revenue cycle practice partners with
sector expertise and functional knowledge our (Healthcare) clients to design,
to transform core operational processes implement and operate transformational
and working practices. Using customer-led solutions that improve revenue capture,
design and agile delivery, we apply accelerate cash flow and working capital,
sector-specific and next-generation enhance the customer experience, and
solutions (e.g. automation) to optimize enable financial growth and sustainability.
operations, drive cost efficiency, and
improve the customer and employee
experience.

19
Deloitte | Operations Excellence

Market recognition

Deloitte is widely recognized in a variety of industries, regions and specialized

capability areas by independent, credible market analysts. Our various operations
excellence offerings and capabilities are recognized by multiple global analysts .

#1
Globally in Consulting
We work toward the vision of
being the undisputed leader
persistently with a purpose
to make an impact
that matters

Deloitte ranked
Deloitte named a
#1 globally in
leader in EMEA in
Consulting based
Business Consulting
on revenue by
Services based on
Gartner
capability and
strategy by IDC

Deloitte named a
worldwide leader in Deloitte rated
Business Consulting Positive in Vendor
Source: Gartner, Vendor Rating: Services based on Rating by Gartner
Source: IDC MarketScape: EMEA
Deloitte, 2020, Helen Huntley, capability and
Business Consulting Services 2019
Chrissy Healey, Susanne Matson, strategy by IDC Vendor Assessment by Gard Little,
Susan Tan, Brendan Williams,
April 2019, IDC #US43699818
Elizabeth Kim, John-David Lovelock,
Twiggy Lo, Patrick Sullivan, David
Smith, 2 January 2020

Source: IDC MarketScape: Source: Gartner, Vendor Rating:

Worldwide Business Consulting Deloitte, 2020, Helen Huntley,
Services 2019 Vendor Assessment Chrissy Healey, Susanne Matson,
by Gard Little, April 2019, IDC Susan Tan, Brendan Williams,
#US44339119 Elizabeth Kim, John-David Lovelock,
Twiggy Lo, Patrick Sullivan, David
Smith, 2 January 2020

20
Meet our team

Tobias Unger
Howard Doberman
Process Mining Subject
Global Operations
Matter Expert
Transformation Leader
Munich, Germany
London, UK

Rami Khalaf Yousef Barkawie

Global Public Sector RPA Subject Matter Expert
Abu Dhabi, UAE Dubai, UAE
Joanna Krashia
RPA (EVE) Subject Matter
Raymond Najm Muhannad Tayem
Expert
Financial Services ME Business Operations
Sydney, Australia
Dubai, UAE Leader
Dubai, UAE
Nick McGinty
Energy and Resources Rami Khalaf
Dubai, UAE ME Operations
Transformation Leader
Paul Hirst Abu Dhabi, UAE
IC&P
Dubai, UAE Marie Joe Bou Said
ME Operations Excellence
Hasan Iftikhar Community Leader
Technology, Media and Abu Dhabi, UAE
Telecoms
Dubai, UAE
This publication has been written in general terms and therefore cannot be relied on to cover specific
situations; application of the principles set out will depend upon the particular circumstances involved
and we recommend that you obtain professional advice before acting or refraining from acting on any of
the contents of this publication.

Deloitte & Touche (M.E.) LLP (“DME”) is the affiliate for the territories of the Middle East and Cyprus of
Deloitte NSE LLP (“NSE”), a UK limited liability partnership and member firm of Deloitte Touche Tohmatsu
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DME would be pleased to advise readers on how to apply the principles set out in this publication to their
specific circumstances. DME accepts no duty of care or liability for any loss occasioned to any person
acting or refraining from action as a result of any material in this publication.

DME is a leading professional services firm established in the Middle East region with uninterrupted
presence since 1926. DME’s presence in the Middle East region is established through its affiliated
independent legal entities, which are licensed to operate and to provide services under the applicable
laws and regulations of the relevant country. DME’s affiliates and related entities cannot oblige each
other and/or DME, and when providing services, each affiliate and related entity engages directly and
independently with its own clients and shall only be liable for its own acts or omissions and not those of
any other affiliate.

DME provides audit and assurance, consulting, financial advisory, risk advisory and tax, services through
27 offices in 15 countries with more than 5,000 partners, directors and staff.

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