Suppose you are requested to thoroughly evaluate the quality of strategic leadership and corporate governance at Deloitte. The idea is to demonstrate an understanding of strategic leadership and governance concepts.

See the attached pictures with Deloitte's governance information to elaborate on the answer. See also the links below for additional information.

https://www.iasplus.com/en-ca/binary/deloitte-governance-framework#:~:text=The%20Deloitte%20Governance%20Framework%20is%20the%20result%20of,companies%20and%20boards%20with%20a%20more%20complete%20picture.

https://www.deloitte.com/global/en/about/governanceetwork-brand-alliances.html

https://www.deloitte.com/an/en/services/risk-advisory/services/governance-risk-compliance-services.html

https://www.deloitte.com/global/en/issues/climate/the-climate-governance-in-the-boardroom.html

Deloitte Governance Framework September 2020 Reporting Source: Framing the future of corporate governance (Deloitte US, 2016) The Deloitte Governance Framework is the result of a three-year process that involved the input of many subject matter specialists within our US firm. In addition to our audit practice, professionals in a range ofdisciplines such as strategic planning, executive compensation, corporate compliance, enterprise risk management, and regulatory affairs contributed to the development of the Framework. Furthermore, our senior partners across the organization interface with boards and board committees every dayoften in the most trying of circumstances. The process of developing the Framework offered the opportunity to gather the collective knowledge of these professionals and organize it in a way that provides companies and boards with a more complete picture. With the initial versions of the Framework in hand, the Center for Board Effectiveness reached out to the governance community. We sought feedback from board members, corporate executives, lawyers, academics, and governance experts. We asked questions: What feels right about the Framework? What is missing? How can it be improved? And, more fundamentally, is this something boards need? The Framework has lived through numerous revisions and our work is not finished. Our goal is to have this Framework continue to evolve as expectations shift and the View of organizational governance evolves. Elements of corporate governance Underlying all the elements of the Framework is the corporate governance infrastructure. The governance infrastructure is the aggregation of governance operating modelsthe people, processes, and technologies that executive management has put in place to govern the day-to-day activities of the organization, as well as the processes used to accumulate information and report it to the board and external stakeholders. This is represented by the blue band that encircles the entire Framework. With respect to the board's role in the operating models that comprise the corporate governance infrastructure, it can vary from that of an overseer to an active participant in the processes themselves. The boards responsibility for the oversight of the various elements is depicted in the Framework as a flexible overlay, with the level of the board's participation in the related operating model decreasing as you look at it from top to bottom. Risk and culture are at the core of the Framework, influencing and impacting the effectiveness of all elements of governance. For some elements (depicted in the bottom halfofthe Framework), the board's role could be seen as that of an active monitor that understands the operating models that are in place, determines that such models are adequately developed and resourced, monitors the output and any issues identified in the process, and so forth. We consider that there are four elements of the governance system that fall into this category for most companiesprograms that provide controls over the entity's planning, operations, reporting (both internal and external), compliance, in addition to risk management. The board's oversight objectives and activities within each of these elements are generally quite similar to one another and may consist of understanding the organization's operating models, considering their adequacy in the circumstances, and monitoring output. These same objectives and activities apply to the board's activities for the underlying infrastructure for each ofthe elements at the top of the Framework, The top half of the Framework highlights areas of the governance system where the responsibility of the board is typically heightened. It is not generally considered sufficient for the board to merely understand and monitor the organization's operating models in these areas. Either because of specific legal or regulatory requirements or because of the increased expectations of stakeholders, the board is an active party in the process. There are a number of specific duties and decisions related to each ofthese governance elements that cannot be delegated to the organization's management. Recognizing that some organizations will choose to draw the line differently, the board governance elements that may typically fall into this category include governance (used here to refer to the board's structure and composition), strategy, performance, integrity, talent, and risk governance, Deloitte. Whoweare V Whatwedo V Ourthinking V Careers v O\\ @ GLOBAL-EN V Deloitte is made up of firms that are members of Deloitte Touche Tohmatsu Limited (also referred to as \"Deloitte Global"), a private company limited by guarantee, incorporated in England & Wales. These member firms and each of their related entities (each a \"Deloitte firm"), along with Deloitte Global and its related entities, form the Deloitte organization. This structure allows Deloitte to be an industry leader at all levelslocally, nationally and globally. Individual Deloitte firms have access to the skills and knowledge of, and the ability to consult within, the Deloitte organization. They also enjoy the benefit of Deloitte's market recognition and reputation. Deloitte Global does not provide services to clients, nor does it direct or control the decisions Deloitte firms make with respect to the clients they serve. The member firms are primarily organized on an individual country or regional basis, and each operates within the legal and regulatory framework of its particularjurisdiction(s). They are separate and independent firms that have come together to practice under a common brand and shared methodologies, client service standards, and other professional protocols and guidelines. Deloitte firms are not subsidiaries or branch offices of a global parent, but instead comprise separate and distinct legal entities. The Deloitte organization is not a partnership, single firm or multinational corporation. This structure confers significant strengths, including a deep understanding of local markets and a sense of responsibility among Deloitte firm professionals, who have direct stakes in the integrity and growth of their local practices. The Deloitte organization achieves economies of scale with centers of excellence, global delivery centers and other network approaches that are designed to deliver a consistent level of excellence around the world. Deloitte organization structure I31 print ' a o o a a Global approach As part of the Deloitte organization, Deloitte firms benefit from shared values, investments and resources that enhance their individual abilities to provide core services to key local and global clients and development opportunities for their people. They also are able to leverage Deloitte's brand, eminence and intellectual property. Deloitte firms support and adhere to the purposes and policies of Deloitte Global by: 0 Conducting themselves in a manner that sustains the reputation of the Deloitte organization; - Aligning local plans, strategies and operations with those of Deloitte Global, as appropriate; - Adhering to professional standards, Deloitte's Shared Values, and Deloitte policies and methodologies concerning systems of quality control; and - Advising Deloitte Global of proposed joint ventures, mergers and other cooperation arrangements with other Deloitte firms. Governance, Regulatory and Risk Services Deloitte's governance, regulatory and risk (GR&R) services help clients tackle the broad issues of corporate governance, enterprise risk management, and effective corporate compliance, while offering specialized assistance in key areas such as financial reporting, tax, information technology, human capital, anti-fraud and dispute consulting, and financial advisory services. We can help organizations identify, remediate, monitor, exploit and manage enterprise risks in addition to coordinating the utilization of people, process and technology to improve GR&R effectiveness and help manage costs. Leaders should consider embedding a thoughtful awareness of risk and compliance into the very fabric stay in control of the risks it chooses to take. Whether you need help and guidance at the board, C-level, or enterprise risk and compliance level, our professionals have deep experience in every major industry, so we can provide guidance and insight that makes sense for your unique business. Our services encompass: Governance and oversight (at the board level) - Improve board effectiveness 0 Set the right tone and make effective decisions - Assess and implement ethics programs, training, change management, antifraud programs and monitoring/reporting Enterprise Risk Management Strategic risk management: creating and protecting value from strategic risks . Design, implement and maintain a common risk infrastructure by leveraging people, process and technology transformation opportunities Establish organization-wide consistency while simultaneously addressing different and unique functional needs . Identify, measure, manage, monitor, review and report on risks . Integrate activities to effectively manage risk and compliance-related activities Corporate Compliance & Regulatory Compliance program design and control testing . Compliance monitoring, assessment, and effectiveness Regulatory consulting . Specialized compliance services: FCPA, Anti-Money Laundering, Food and Product Safety, FDA Compliance, Direct and Indirect Tax Compliance, etc