8B13C046

Teaching Note

DELOITTE CONSULTING GTA: THE DELOITTE DADS INITIATIVE

Amy Shuh wrote this teaching note under the supervision of Professor Alison Konrad as an aid to instructors in the classroom use of
the case Deloitte Consulting GTA: The Deloitte Dads Initiative, No. 9B13C046. This teaching note should not be used in any way
that would prejudice the future use of the case.

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Copyright © 2014, Richard Ivey School of Business Foundation Version: 2014-05-21

CASE SYNOPSIS

This case concerns the future strategic direction of the Deloitte Dads program within the Greater Toronto
Area (GTA) consulting strategy practice at Deloitte (Canada) LLP (Deloitte). Founded by staff consultant
Andrew Hamer in 2010, Deloitte Dads is a firm-sponsored, group-diversity and inclusion initiative aimed
at supporting working fathers within the firm. Three years after Deloitte Dads’ inception, Hamer wonders
how best to handle the success and future strategy of the 130-member group, all while managing his own
career and the demands of his role as the father of two small children.

PLACEMENT

This case is intended for use in general organizational behaviour courses or, more specifically, in a course
that focuses on gender and diversity or on change management.

LEARNING OBJECTIVES

• To understand the effects of grassroots, employee-led, human-resource initiatives.

• To understand the linkage between employee benefit programs and performance.
• To provide an opportunity for discussion of diversity and change management in a professional
services firm.

SUGGESTED ASSIGNMENT QUESTIONS

1. Does Deloitte need Deloitte Dads? What are the benefits and costs to Deloitte in pursuing the Deloitte
Dads initiative?
2. What are the strengths and weaknesses of Hamer’s approach to creating Deloitte Dads?
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3. What can Andrew Hamer do to maintain the momentum for Deloitte Dads, given his time
commitments and his desire to maintain a high level of performance at the firm while being an active
and involved father?
4. How can Hamer ensure that Deloitte Dads is not just a short-lived project and instead becomes
embedded in the long-term culture of the consulting practice at the firm? Is this a realistic goal? What
metrics could be used to measure this outcome?
5. Can the Deloitte Dads initiative be scaled up for an eventual rollout in other Deloitte practices across
the country and/or around the world? (Interest from Deloitte’s China and Japan offices has already
been noted).

OR

As Andrew Hamer, perform whatever analysis you deem necessary in order to develop a strategic plan for
Deloitte Dads. Support and justify your recommendations.

SUGGESTED TEACHING STRATEGY

This case can be taught over one 80-minute class.

Before moving into the case analysis, class can begin with a 10-minute general discussion of the notion of
associating “men with careers” and “women with family.” Instructors are encouraged to look to external
research that shows the implicit cognitive bias that associates men predominately with images of career
orientation rather than family caregiving. 1 Images of fatherhood in popular culture can be used to
emphasize the portrayal of fathers as inadequate caregivers and inept in child-rearing activities. 2

Suggested topics to open the discussion of fathers in the workplace:

• The biological clock: This mechanism is not just about women. Recent research shows that men also
have a biological clock. 3
• Statistics about the home have changed: The number of male homemakers is growing, and most
children are brought up in dual-earner homes with both parents working full time or in single-parent
homes (58,000 stay-at-home dads 4 and 470,000 single fathers 5 in Canada).

Class focus should then shift to a discussion of the overall work culture in a consulting practice, such as
Deloitte. The goal of this part of the discussion is to ensure that the students recognize the degree of rigour
required to build a career as a consultant. Once that point has been established, the instructor can then
guide the students to analyze the strengths and weaknesses around the initial implementation of the
program at the firm. This portion of the class should provide students with an opportunity to learn about
the benefits and potential drawbacks of staff-led initiatives and will provide a chance to speak to any
suggestions regarding Hamer’s approach.

1
M.R Banaji and A.G. Greenwald, Blindspot: Hidden Biases of Good People. Delacort Press, New York, 2013. See the
website for Project Implicit and try the “Gender-Career IAT” https://implicit.harvard.edu/implicit/.
2
Some funny and on-point videos on You-Tube include “Fathers and Diapers” www.youtube.com/watch?v=qkcOPujtXmY
and Kimberly-Clark Huggies Snug and Dry – Dads Take On the Mall www.youtube.com/watch?v=Csq5WOoikEA.
3
The Biological Clock of Men and Having Babies http://www.youtube.com/watch?v=Xgc6GD3x7GE, accessed May 16,
2014.
4
Melissa Leong, “Price of Stay-home Parenting;” “One in Five Families Have a Stay-at-home Parent, Here’s How They
Make It Work,” National Post’s Financial Post & FP Investing, June 5, 2013, p. FP12, accessed May 16, 2014.
5
2011 Census of Canada, Topic-based tabulations, Product 98-312-X2011024.
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The instructor should then move from the analysis of the program itself to an analysis of the fit of the
program within the corporate culture and leadership practices at Deloitte. Once the class has grasped an
understanding of where the Deloitte Dads initiative currently stands within the organization, they can move
on to talk about the future direction of the program and how its goals can be embedded sustainably into the
culture at Deloitte.

CASE ANALYSIS

Role and Decision

Students will take on the role of Andrew Hamer, the recently promoted manager at Deloitte’s Toronto
strategic consulting group. Hamer has been a top performer at the firm, all the while managing life as a
busy father of two small children. Students should recognize the paradox that arises in Hamer’s role –
that is, he works full time at 80 to 90 hours per week, while also managing parenthood duties and tackling
the organization of the Deloitte Dad initiative. Students should see this factor as an inherent limitation to
Hamer’s ability to manage the additional workload of establishing the future direction of the program.

Hamer’s main decision revolves around the future strategy for the Deloitte Dads initiative. Several
options are presented in the case as to what this future strategy may entail. These include:

• Joining with Career Moms to create one “Deloitte Parents” program, or integrating with other
diversity initiatives at the firm;
• Letting the Human Resources Department at Deloitte take over the leadership of the initiative;
• Scaling the program across Deloitte’s national (i.e., in Canada) or international practice; or
• Rolling out the program among Deloitte’s other service lines, including assurance, tax, and advisory.

Beyond these tactical strategic decisions, students must consider how Deloitte can embed the ideologies
of Deloitte Dads into the company’s long-term culture and how the initiative could be included as part of
Deloitte’s performance evaluation metrics. Even further, students will have to consider the greater
implications of work-life balance and any flexibility initiatives within the workplace environment of a
consulting firm.

Deloitte Dads Launch: Benefits and Costs to Deloitte

Guiding Questions

• Does Deloitte need Deloitte Dads?

• What are the benefits to Deloitte of supporting Andrew Hamer’s Deloitte Dads initiative?
• What are the costs to Deloitte of supporting Deloitte Dads?
• Hamer knew that paternal support was already embedded informally in the firm’s culture. What is the
benefit of formalizing the effort to support fatherhood?
• Overall, was it a good decision for senior leaders to support the founding of this initiative?

Once the main decision-maker and goals have been outlined, analysis should turn towards a general size-
up of the Deloitte Dads initiative. Students should be asked to analyze the inherent need for a Deloitte
Dads group at the firm and the reasons behind Deloitte’s choice to formally support the initiative.
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Benefits of Deloitte Dads

• Students may recognize that Deloitte already had an informal culture of support for fathers, but
Deloitte Dads provided a catalyst for a more formal one.
• The program could serve as a way to retain top talent who otherwise might have left the firm due to
lack of support for the demands of parenthood. As a professional services firm, Deloitte’s business is
its people, and this initiative is intended to engage the staff.
• Discussion may draw upon the fact that Deloitte Dads makes a good complement to Career Moms,
which was already established at the time of the case. Deloitte Dads would show that Deloitte cares
about parenthood and families in general, not just about motherhood.
• Deloitte Dads is also increasing awareness of policies available to fathers at the firm, such as the
paternal leave. It could work further to increase awareness of the policies available to fathers and to
promote a culture that more readily accepts father who take paternal leave.
• Buy-in and support for the program from the firm’s senior leadership would make it easier for fathers
to approach partners or senior management about any potential issues they may have with work-life
balance.
• The group may also give Deloitte a competitive advantage in terms of its recruiting efforts, as the
firm may become more appealing to those looking to work in consulting, while also managing their
home life effectively.

Costs of Deloitte Dads

• Deloitte Dads could potentially have the effect of creating a cultural divide between staff members
who have children versus those who do not.

Overall, Deloitte’s formal acceptance of the Deloitte Dads initiative imbeds a notion of support for
employees with families. It also extends to the idea of mentorship, providing working fathers at the firm
with a broader network for guidance.

Hamer’s Approach

Guiding Questions

• What are the strengths and weaknesses of Hamer’s approach to creating Deloitte Dads?
• How well focused is the mission of Deloitte Dads?
• How important was the grassroots nature of this initiative? Benefits and costs?
• Do Deloitte fathers need their own group separate from Career Moms? Why or why not?
• What other factors were important to a strong start?

Students should assess Hamer’s approach to the initial launch of Deloitte Dads, as presented in the case,
but outlining some his strengths and weaknesses. Hamer was effective at garnering buy-in from senior
leadership early on, which was essential for support and mentorship and for the provision of a budget to
run the planned activities (i.e., the quarterly events). Before turning to senior management for support,
students should recognize that Hamer had to establish an approach. Using his tools as a consulting
analyst, whereby extensive data research is conducted and analyzed to support a recommendation and
decision, Hamer knew he had to provide statistics and “let the data speak” in order to build his
momentum with senior management and prove an inherent need for the program. Students should
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recognize that the compelling research Hamer provided, along with a quote from U.S. President Barack
Obama, was an asset for his initial approach to senior management. For Hamer, it was also important not
simply to have buy-in from the members of the senior leadership team, but also to gain their advocacy
and support for the initiative.

Hamer also leveraged the program as a grassroots initiative led by the staff-level consultants, an approach
that stands in contrast to a firm-led initiative organized by the Human Resources Department. Students
should be asked to analyze some of the costs and benefits for launching the program from the staff level
instead of merely letting Deloitte take the lead. Students should recognize that the grassroots program
was important for the fathers at the firm since it allowed them to feel that they were involved with the
project first-hand. The flat organizational structure of Deloitte Dads could subsequently be dynamic to
the changing needs and wants of the members. Some potential drawbacks of a grassroots launch include
difficulty replicating the program in other offices and practices around the world, as Deloitte Dads would
be tailored to the local Toronto office. Therefore, the decision to scale the program globally becomes
more difficult due to the original structure of its launch.

Another strength of the Deloitte Dads launch comes from Hamer’s forethought to align the program with
Deloitte’s formal performance-feedback scorecard. Students may question how effective the program has
really been at connecting with “Quality, Talent, Marketplace, and Financial;” however, Hamer’s decision
to align Deloitte Dads with the four quadrants can be seen as a strength in his approach, especially when
trying to appeal to staff members who may question the value of joining the initiative. Hamer could then
use the scorecard as a means of demonstrating value-added to the firm with his personal performance.

The partnership with Career Moms was a crucial launching point for Deloitte Dads since it allowed
Hamer to build on the successes of Alison Weyland and Anushka Grant by studying some of their
materials. Students may also recognize that having a separate organization for dads may draw a more
focused member base, as the name “Career Moms” clearly denotes a group that is exclusively for women.

Students may raise some concerns over the actual focus and mission of Deloitte Dads. Is it just a club?
Does it offer staff training? What are they actually doing? Students may wonder whether holding
quarterly events could build a sustainable cultural change for fathers in the Deloitte consulting practice.
Steven Cryer, managing partner at Deloitte, states in the case that Deloitte Dads will need to go beyond a
group that simply holds meetings and that the members should actually work towards cultural change at
Deloitte consulting. By raising these doubts about the validity of the program, the instructor can move
the students towards a size-up of the corporate culture in the consulting practice at the firm.

Corporate Culture

Guiding Questions

• What are the challenges facing Deloitte, as the firm tries to create cultural support for fathers who
want to be top performers at work but also want to be present for their families?
• Can Deloitte fulfil client expectations when consultants want flexibility for families?
• Can leaders build effective teams when some consultants receive flexibility accommodations while
others do not?
• Can leaders judge performance fairly when comparing consultants who have flexibility
accommodations with those who do not?
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• How much would leaders have to change their standard procedures in order to support the new
culture?

Discussion around the corporate culture at Deloitte can begin with a question regarding the challenges
facing Deloitte, as the firm tries to create imbedded support for fathers who want to be top performers at
work but also want to be present for their families. Students should first analyze the corporate structure at
Deloitte (Canada) LLP and recognize that the company’s silo organizational structure, where each
business line (i.e., consulting, assurance, advisory, and tax), operates as a separate unit. Students may
also note that Deloitte has already shown leadership with workplace diversity initiatives, enlisting a chief
diversity officer to oversee these efforts.

Students should recognize the challenges of balancing work and life for the typical consultant. With
travelling to client sites from Monday through Thursday and then coming back to the home office for
Friday and the weekend, enjoying a robust personal life is nearly impossible. Even when the staff level
consultants are not physically present at work, their connectivity to client work and to their project team is
always there via e-mail and virtual log-ins. Students may recognize that, informally, firms rely on their
staff with families to have stay-at-home spouses to manage the home-life priorities, such as child-rearing
and domestic duties, in order to accommodate the firm’s constant travelling requirements. This point
should be linked back to the current social trend that was discussed at the beginning of class, which
outlines a shift of the average family to dual-income earners or single parents. Students should realize
that corporate policies must remain dynamic in order to accommodate these changing social trends and
the fact many staff members may have more responsibilities at home without a stay-at-home partner to
rely on.

Beyond the changing social trends, students should be able to form some conclusions about the inherent
stigma in the field of consulting regarding long working hours and the dedication expected by the firm to
the client work. Concerns may be raised over whether “balance” could even exist in a consulting practice
in the first place, and that this standard may be a far-reaching goal for Hamer to ever achieve. Students
may wonder whether Hamer is trying to change the expectation of the working hours, from 90 hours per
week, to 50 hours per week, for example.

Students should be asked whether leaders at the firm would be able to build effective teams when some
staff consultants receive flexibility accommodations while others do not. Students should be asked to
consider how Deloitte could avoid stigmatizing staff who take advantage of the flexibility options
available to them. For a leader who is considering staffing a team and must choose between an employee
who is always available versus one who is not, it could become difficult to vouch for the employee who is
unavailable due to flexibility accommodations. Deloitte’s main focus will always involve delivering on
client expectations, regardless of the flexibility or diversity initiatives in place at the firm. Students may
suggest that performance evaluations at the firm will have to come in line with the flexibility alternatives,
and they should realize that doing so may have an impact on the incentive and compensation structures at
the firm, which could result in potential negative reactions to the accommodated arrangements. Students
may suggest that the firm should implement a structure for partners to allocate projects based on a mix
and balance of staff availability.

The discussion of staffing client teams around the Deloitte Dads initiative should lead into an opportunity
to ask about the core focus of the program. Students may suggest that Deloitte Dads is really asking
about flexibility, not just fatherhood. The Deloitte Dads program may provide an opportunity for Deloitte
to take the lead to change the perception of the consulting industry from that of a “workhorse” to “a firm
that works smarter, not harder.” Technology in the firm has provided more flexibility, and students may
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suggest that using technology to work from home should be accepted as long as productivity does not
suffer. However, the rigorous nature of the consulting field and its significant amount of travelling
represent aspects of this profession that are unlikely to change. Students may suggest that consulting
teams could be staffed in a way that accommodates those employees who are able to travel and those who
may need to be staffed at the head office in Toronto in order to facilitate their parenting obligations.

Leading Flexibility

Guiding Questions

• How can it be ensured that the Deloitte Dads initiative is not just a flash in the pan and instead
becomes embedded in the organization’s long-term culture?
• How can leaders effectively manage project teams to meet client expectations and still provide fathers
with flexibility?
• How can leaders compare the performance of consultants who take flexibility options with the
performance of consultants who do not request flexibility?
• What are the implications of flexibility for the firm’s performance-management system?
− What factors would you hold consultants accountable for, given that you are intentionally
providing flexibility for fatherhood?
− What factors would you hold leaders accountable for?
• What metrics would you use to measure the desired culture change?

Moving class discussion from analysis of the case, students should be led to discuss action items for the
long-term strategy of Deloitte Dads. Students should be asked how it could be ensured that Deloitte Dads
becomes embedded in the organization’s long-term culture. What will actually have to be done to create
such a change in corporate culture? Students will likely suggest that the long-term cultural change will
have to start with the leaders of Deloitte Dads themselves. The group leadership must ensure that they
can take on this club, while still maintaining their workload. Doing so will exemplify that balance does
exist, and the group members will act as role models to other fathers in the firm who may be hesitant to
join the community. Hamer and the Deloitte Dads team must be careful to ensure that other staff members
do not view the program merely as a “club.” Rather, the group must work towards changing the
embedded norms at the firm. To that end, this initiative could be incorporated within the formal
performance management policies. Deloitte Dads should exemplify the fact that the output and quality of
work will not suffer at the end of the day, regardless of the flexibility arrangements. Additionally, it
would speak highly of a staff member if, under an accommodation arrangement, they were able to
accomplish the same amount of work as a non-accommodated staff member.

Students should be guided to form tactical strategies that can be used by the firm’s management team to
embed the goals of the Deloitte Dads program within the organization on a long-term basis. In order to
stave off feelings of animosity from non-accommodated staff members, firm leaders must take care to
hold accountable those staff members who do have flexibility arrangements. For example, if a flex worker
has to leave a client site early because of a family commitment, that person would be expected to share
responsibility and find an adequate replacement to get the work done. Accountability should also be held
to a high level for the quality of work itself. Students may acknowledge that client feedback should be of
utmost importance to ensure that staff members with accommodations are still able to meet the client
expectations.
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The dynamics of the project teams should be used to support the flexibility accommodations. For
example, if someone were to step out of a project for a period of time due to commitments at home, it
should be ensured that the team is staffed with consultants who are still knowledgeable in the project area
and who would be able to capably fill the gap. Communication amongst team members also becomes
crucial for ensuring that, while staff members are away, they are kept up to speed on the details of their
project. Redundancy of work may result amongst the team members in their efforts to ensure that
everybody keeps up to pace, but this may be a cost that Deloitte is willing to incur in order to allow for
the flexibility arrangements.

Team leaders will also have to play an important role in managing expectations with clients in terms of
the work that needs to be delivered. Students may suggest that team leaders will have to become more
flexible regarding when the work will get done, without sacrificing what type of work will be delivered.
Project team leaders will also have to take special consideration with regards to the succession planning
amongst team members to ensure projects are passed on appropriately to another team member for
completion.

Scaling Program at the Firm

Guiding Questions

• What are the challenges of expanding Deloitte Dads to the other lines of business in the GTA (audit,
enterprise risk, tax and financial advising)?
• What are the challenges of expanding Deloitte Dads to locations across North America?
• What are the challenges involved in rolling out Deloitte Dads globally?
• What would be the benefits to Deloitte of scaling up the Deloitte Dads program?
• If Hamer decides to scale up the Deloitte Dads initiative, what first steps would you recommend?

In order for Deloitte to scale the program beyond the GTA consulting practice, several obstacles must be
overcome. Students may note that the cultural differences around the world would certainly present a
challenge. For example, Canada espouses gender equality in the workplace, but this view is not replicated
around the world. In spite of the challenges, introducing the Deloitte Dads program across all
geographical locations may serve as a way to retain top talent in the firm, even when members move to
other offices.

Additionally, when considering scaling the program beyond the consulting practice into Deloitte’s other
service offerings, such as assurance and advisory, flexibility may already be inherent in these operations
so a need for such a program may not exist. Students may also wonder whether flexibility
accommodations are relevant or needed amid the rigorous demands of the consulting division only.

Maintaining Momentum

Guiding Questions
• What can Andrew Hamer do to maintain the momentum for Deloitte Dads, given his time
commitments and his desire to maintain a high level of performance at the firm while being an active
and involved father?
• Should Deloitte Dads remain a grassroots initiative, or should the group members work toward making
cultural and systemic changes in the firm?
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In order for Hamer to maintain momentum for the program, it will be crucial for him to development a
sustainable leadership team because, alone, he does not have the resources to continue managing the
initiative. One way for Hamer to encourage staff to get involved is through using membership as a metric
on the Deloitte performance-evaluation scorecard, which rates staff on their abilities to give back to the
firm. The Deloitte Dads program would provide a useful way for people to do so.

TEACHING PLAN (80 MINUTES – FOR BOARD PLAN SEE EXHIBIT TN-1):

0:00 – 0:10 INTRODUCTION

• In her book “Lean In,” Sheryl Sandberg points out that women will never be equal to men in business
until men are equal partners to women in the home.
• Project Implicit at Harvard has shown that people strongly associate men with career and women with
family, and this unconscious bias affects perceptions, regardless of our intentions.

0:10 – 0:20 BENEFITS AND COSTS TO DELOITTE

• Does Deloitte need Deloitte Dads?
• What are the benefits to Deloitte of supporting Andrew Hamer’s Deloitte Dads initiative?
• What are the costs to Deloitte of supporting Deloitte Dads?
• Hamer knew that paternal support was already embedded informally in the firm’s culture. What is
the benefit of formalizing the effort to support fatherhood?
• Overall, was it a good decision for senior leaders to support the founding of this initiative?

0:20 – 0:30 CHANGE APPROACH

• What are the strengths and weaknesses of Hamer’s approach to creating Deloitte Dads?
• How well focused is the mission of Deloitte Dads?
• How important was the grassroots nature of this initiative? Benefits and costs?
• Do Deloitte fathers need their own group separate from Career Moms? Why or why not?
• What other factors were important to a strong start?

0:30 – 0:40 CHALLENGES TO CULTURE CHANGE

Stephen Cryer states that Deloitte Dads should not be just a group that meets, but that its members
should promote a culture change at Deloitte Consulting.
• What are the challenges facing Deloitte as the firm tries to create cultural support for fathers who
want to be top performers at work but who also want to be present for their families?
• Can Deloitte fulfil client expectations when consultants want flexibility for families?
• Can leaders build effective teams when some consultants receive flexibility accommodations while
others do not?
• Can leaders judge performance fairly when comparing consultants who have flexibility
accommodations with those who do not?
• How much would leaders have to change their standard procedures in order to support the new
culture?

0:40 – 0:50 LEADING FLEXIBLY

• How can it be ensured that the Deloitte Dads concept is not just a flash in the pan and instead
becomes embedded in the organization’s long-term culture?
• How can leaders meet client expectations and still provide fathers with flexibility?
• How can leaders effectively manage project teams and provide fathers with flexibility?
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• How can leaders compare the performances of consultants who take flexibility options with those of
consultants who do not request flexibility?
• What are the implications of flexibility for the firm’s performance-management system?
− What factors would you hold consultants accountable for, given that you are intentionally
providing flexibility for fatherhood?
− What factors would you hold leaders accountable for?
• What metrics would you use to measure the desired culture change?

0:50 – 0:60 SCALING ACROSS THE FIRM

• Deloitte Dads is currently active in the consulting practices of the GTA only. It is not present in the
other lines of business in Toronto, much less in other parts of the continent or the world.
• What are the challenges of expanding Deloitte Dads to the other lines of business in the GTA (audit,
enterprise risk, tax, and financial advising)?
• What are the challenges of expanding Deloitte Dads to locations across the continent?
• What are the challenges involved in rolling out Deloitte Dads globally?
• What would be the benefits to Deloitte of scaling up the Deloitte Dads program?
• If he decides to scale up the Deloitte Dads initiative, what first steps would you recommend to
Hamer?

0:60 – 0:70 MAINTAINING MOMENTUM

• What can Andrew Hamer do to maintain the momentum for Deloitte Dads, given his time
commitments and his desire to maintain a high level of performance at the firm while being an active
and involved father?
• Should Deloitte Dads remain a grassroots initiative, or should the group members work toward
making cultural and systemic changes in the firm?

0:70 – 0:80 WRAP

• What are the key takeaways from today’s discussion?
• Deloitte Dads helps the firm to attract/motivate/retain talent.
• Embedding flexibility into the culture will require changes to formal systems.
− Team composition and management
− Performance management
− Formalizing flexibility accommodations
− Leaders’ and team members’ accountability
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EXHIBIT TN-1: DELOITTE DADS BOARD PLAN

Benefits and Costs to Deloitte:
Benefits:
Attract/motivate/retain talent
Work-family facilitation effects
Costs:
Culture change
Leadership effort
Preserving client relationships
Change Approach: Strengths/Weaknesses
Strengths:
Well-focused mission
Professional approach
Senior leader buy-in
Weaknesses:
Building leadership bench strength
Challenges to Culture Change:
Fulfilling client expectations
Building teams
Performance appraisal
Leadership

Maintaining Momentum: Scaling Across the Firm: Leading Flexibly:

Hamer should: Challenges: Managing project teams
Connect with peers Cultural and value differences Measuring performance
Create culture change task force Leadership buy-in Change to performance management
Collect data Performance management system
Accountability for consultants
Systemic changes: First steps: Accountability for leaders
Performance management Approach senior leaders
Accountability Connect with peers
Formalize flexibility accommodations Exploratory event
Global video conference