1701-2165273_Demand Offering Development Playbook v40

Global Advisory – Offerings
Guidance Document
Offering Development Playbook
2017
Back to contents

Content
1
1
Overview
2
Summary and Context
3
Success Characteristics
4
Offering Life Cycle
5
Funding
6
Use Cases
Page 1

Overview
Page 2
Back to contents

Global Advisory Offerings
3
This is an exciting time in Advisory as we launch our #AdvisoryCONNECTED strategy. At a time when our competitors are
becoming more siloed, our strategy is to become the most “connected” consulting business, integrating the five dimensions of
EY: Clients, Sectors and Offerings, Capabilities, Functions, and Areas.
To be successful in this new paradigm, we need to:
►
►
►
►
Win and differentiate in a rapidly shifting marketplace
Prepare our business to succeed in 2020 and beyond
Evolve our strategy, so it continues to be successful
Give our people what they need to succeed… a sustainable legacy
This Offerings Playbook is an integral part of pivoting our business to a model that leverages repeatable, scalable offerings that
we build for our clients and that can evolve to span sectors, geographies, and service lines. The framework described in this
document will enable us to move more quickly, have better transparency around investments and ROI, and keep clients at the
heart of all we do. I ask all of us to become familiar with the new approach and to take part in helping to deliver on the value of
#AdvisoryCONNECTED.
This Offerings Playbook is an integral part of pivoting our business to a model that leverages repeatable, scalable offerings that
we build for our clients and that can evolve to span sectors, geographies, and service lines. The framework described in this
document will enable us to move more quickly, have better transparency around investments and ROI, and keep clients at the
heart of all we do. I ask all of us to become familiar with the new approach and to take part in helping to deliver on the value of
#AdvisoryCONNECTED.
Norman Lonergan
Page 3
Back to contents

Summary and Context
Page 4
Back to contents

Executive summary
5
I’m pleased to present this Offerings Playbook being launched as part of our #AdvisoryCONNECTED strategy. Our new
approach to Offerings is client-centric and is designed to help accelerate our growth and innovation by bringing greater
consistency, speed, asset reusability, and integrated capabilities to how we identify, build, and activate offerings. In fact, we’ve
built this playbook by tapping into the work already being done by the many Offering teams throughout EY.
However, as we all know, a Offerings Playbook on its own doesn’t guarantee success. We’re also allocating resources in new
Offering roles, implementing new funding processes, and we’re prioritizing investment in Offering development to maximize
opportunities to promote innovation and entrepreneurialism that crosses service lines
►
►
►
►
►
Develop new and innovative service offerings addressing mega trends
Enable increased EY market share within and across sectors.
To accomplish these goals we are strengthening our focus on Offerings, and actively building and managing our portfolio of:
Core offerings that today make up the majority of our Advisory business and are the pillars of our sub service line teams and
capabilities
Sector Offerings that address industry issues, are built with clients, and can be scaled in the market to drive $100+m of
revenue per year
Global Offerings that are at the heart of convergence and disruption across sectors, have the potential to dominate the market
with $500+m of revenue per year, and are a blend of delivery models, service lines, and capabilities (e.g., managed services,
technology assets, EY intellectual property, and alliances).
By implementing a consistent approach and connected pathways for commercial opportunities across all sectors, clients, and
geographies, we can rapidly test and sharpen new propositions in the market and engage clients in co-design opportunities. This
new Offerings Playbook includes a supporting framework which will enable, mobilize and accelerate the impact these Offerings
will have in the market.
I invite you all to join in our #AdvisoryCONNECTED strategy by taking a leading role in Offering development, sales, and delivery.
Together we can accelerate Advisory’s strategic contribution to all of EY.
Kim Ramko
Page 5
Back to contents

Global Offering design approach – Context
6
►
►
In order to achieve our ambition of being a $7b business by 2020, we need block
out our competitors, innovate, and capitalize on mega opportunities within and
across our Sectors.
We need to prioritize investment in Offering development to maximize market
opportunities, and:
►
►
►
►
Promote innovation and entrepreneurialism that crosses the bounds of
Service Lines
Capitalize on the opportunities and major trends in our industries
Develop new and innovative service offerings addressing mega trends in an
industry
Enable increased market share within and across Sectors
Page 6
Back to contents

Success Characteristics
Page 7
Back to contents

Ideas to action
Characteristics of successful sector Offerings
8
Flourishing teaming across
SLs, competencies, sectors,
initiative teams
Clear problem statement and
clear market demand
Regular collaboration with
internal SMEs (ICT, QRM,
Independence, etc.)
Strong business case,
roadmap, fast and nimble
development
Insightful and connected initiative
team (knowledge and expertise)
Characteristics
of successful
innovation
Ability to quickly find pilot
clients and refine Offering
Page 8
Strong and on-going management
support, enablement and involvement
in all phases
Exemplary branding and speed-to-market
(incl. sector-, and customer-centric activation)
Back to contents

Offering pathways
Bringing innovative Offerings to market – Definition types
9
Prospective Offerings can come from a variety of sources, with a range of potential returns on investment and time needed to activate in the
market. Each type of Offering needs an appropriate and consistent approach to activate and scale. Here is a single framework for accommodating
the various types of Offerings:
Market Makers
New, consistent approach to Offering development with
sprints across Discovery, Ideate, Incubate,
Design/Build, and Activate (sell, deliver, operate)
Big bets; Global Offerings; XSL Offerings; Sector
focus Offerings; Area and Region focus
Offerings. A business case driven, stage-gate
approach to bringing Offerings to market and
continuously improving them
Using a minimum viable
product approach, timefenced
stages of 30–90
days
Fast Track
Activation
Lifting, re-packaging, and building campaigns of
existing Offerings that can be expanded to additional
clients, geographies, and sectors
“Tiger” teams of Offering architects, sector and
competency SMRs, and BMC
4-6 weeks
Rapid Response
Time sensitive responses to client RFI’s, RFP’s, and
Offering concept challenges
“Tiger” teams of Offering architects, sector and
competency SMRs, and BMC working closely
with the account team
1–4 weeks – Driven by
client’s deadline
Discovery/Idea
Labs (Front end
innovation)
Front-end innovation (FEI): research and discovery into
new and emerging technologies, business models,
market issues and over the horizon opportunities
Bright ideas; testing; internal prototypes; EY/POV
and thought leadership (no client development)
On-going
Page 9
Back to contents

Offering Life Cycle
Page 10
Back to contents

A consistent Offering life cycle
For identifying, developing, and launching Offerings (Regions, accounts, clients)
11
Our bigger Offerings typically originate earlier in the Offerings funnel and require more investment and time to bring to market. All Offerings must
have client involvement to validate the value proposition and market demand, and will need to pass stage-gate reviews as they progress through
their life cycle.
Global, Cross-Service
Line, Advisory Sector
Offerings, area/region
Offerings Using a
consistent
development process
Market
makers
Ideate
Incubate
Design/Build
Activate
Re-packaging and
expanding existing
Offerings to new
clients, geographies,
and sectors
Fast track
activation
Time sensitive
responses to client
RFIs, RFPs, and
Offering concept
challenges
Offering
Rapid
response
Generate hypotheses/
funding template
1
Business case review:
Submit Refined Business Case
for Funding Committee Review
2
Develop Solution and On-Going
Review and Initiative Management
3
Evaluation of the sales and delivery
processes and success in the market
ROI
4
Page 11
Back to contents

R&D/Innovation
R&D/Innovation must be integrated through-out the Offering life cycle
12
Leading services organizations must have a balanced Offering portfolio that effectively exploits new technology and megatrends, external
thinking, internal and alliance capabilities, and existing assets. These must be integrated across the Offering life cycle to differentiate EY and
bring greater value to our clients.
Markets
Start-ups
External ecosystem
Futurists
Academics
Research
and
Discovery
Analysts
Alliances
Clients
Advisory sector
teams
Clients
Account
teams
Intersection
Ideas market
Global
industry
Domains
Service
lines
Internal network
Innovation centers
and network of
excellence
Market
makers
Ideate
Incubate
Design/Build
Activate
Fast track
activation
Rapid
response
1
2
3
4
Page 12
Back to contents

Global Offering design approach
From Discover through Activate
13
Minimum Viable Product (MVP) – is a development technique in which a new Offering is developed with sufficient features to satisfy early
adopters. The final, complete set of features is only designed and developed after considering feedback from the Offering’s initial users.
Excitation Phase
Discover
Global Offering
design approach
1. Discover
Identify prospective Offering concepts by examining megatrends and what types of
innovative projects are happening across network that will impact clients in the future and
that can we uniquely exploit.
2. Ideate
Define the problem we are looking to solve. Quantify and qualify the prospective Offering
opportunity, demand drivers, and market potential. Document this in the Business Case
which addresses how problem are we looking to solve.
3. Incubate
Test the Offering with internal and external stakeholders/clients and validate or pivot the
strategy and detailed value proposition to assess true market feasibility and gain buy-in.
4. Design/Build
Complete the design, build the Offering and develop the go-to-market plan including the
development of methods, tools, and intellectual property. Refine all the internal and
external requirements and preparations for launch including finalizing the GTM plan, BMC
support, and training.
5. Activate
Offering activitation – Launch the Offering for sales and delivery. Develop operations and
establish processes/mechanisms for Offering maintenance, enhancement and retirement.
Page 13
Back to contents

Funding
Page 14
Back to contents

Turning an Idea into a Offering
Key activities and deliverables to turn ideas into market-ready Offerings for clients
15
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Activate, optimize, and
Scan Focus 0 Generate ideas 1 2 3
4
refine ideas
Create GTM plan/collateral
maintain offerings
What megatrends and innovative projects
will impact clients in the future and can we
uniquely exploit?
Megatrends
Longer term
►
►
Insights Into Market
Trends and big ideas
Research and Market
Sizing
What problem are we
solving? How to resolve?
Define the Problem
Statement
“Does the offering address the
clients issues?”
Offering Strategy and
Value Proposition
“Do we have a product/market
fit that works?”
Go to Market
(e.g., Strategy, Collateral, and Plans)
“Is the Offering delivering
value with our clients?”
Activation Ecosystem
Industry issues
Horizon watching
Short/medium term
Market View, Competitive
Landscape, Positioning
Test with CLIIENTS and
expand EY learning
Offering Development (e.g.,
Delivery Approach and Tools,
Technology, Process)
Connected
insights
Current engagements
Idea Market
Opportunity
Pilot Wins
Assessment Refined Business Case GTM
Accounts/Target Clients
The following slides provide guidance, relevant questions that can be considered at each stage of the Offerings lifecycle. They aim to help accelerate Offerings while keeping a connected ecosystem
# Key Gates
Page 15
Back to contents

Discover
Analyzing mega trends and business to identify big ideas
16
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
Critical inputs
Megatrends
Longer term
Industry issues
Horizon watching
Short/medium term
Connected insights
Current engagements
The process
Key
objectives
Key activities
1. Analyze major global, client, and project trends
2. Identify big ideas EY uniquely target for offering and innovation development
1. Gather and analyze trends through:
► Top-Down research on macro trends impacting industry and
align to strategy
► Bottom-up research on client and project level trends and
insights
► Gather information on client feedback collected through Global
ASQ process
2. Sectors will conduct workshop(s) to analyze trends, inject market
and customer stimuli, and define next steps
3. Perform evidence based market trend research
4. Document research findings
5. Review research, prioritize opportunity areas, and select big
ideas to pursue
6. Requirements
7. ID exec sponsor
8. Populate Business Case
9. Determine seed funding
Estimated timing
EY stakeholders
►
►
►
►
►
Continuous
Strategic marketing
EY Knowledge/Global Advisory
Knowledge team
Innovation Core Teams
Market trends from analysts in BMC.
Global ASQ process
The outputs
Key deliverables
1. Definition of Selection Criteria/Approach
2. Report of Evidence Research Including:
► Competitive Landscape
► Trends Analysis
► Documented Client/Project Insights
► Positioning Hypothesis
3. Selection of Big Ideas to Pursue with
Detailed Rationale
4. Business Case for Seed funding
Key gate
0
Prioritization and Selection of
ideas to Pursue
# Key Gates
Page 16
Back to contents

Ideate
Defining the problem and identifying paths to solve the problem
17
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
Critical inputs
Evidence Based Research Report
including:
► Competitive Landscape
► Trends Analysis
► Documented Client/Project
Insights
► Positioning Hypothesis
Selection of Big Ideas to Purse with
Detailed Rationale
The process
Key
objectives
Key activities
1. Articulation of Problem Statements for each concept
2. Definition of offering hypotheses that address Problem Statements
3. Alignment on Offerings’ potential impact to EY, Clients, and Market
1. Continued Researched on big ideas
2. Create problem statements around selected big ideas
3. Collective insights and ideas from multiple sources (e.g.,
employees, customers, competitors, different industries)
4. Perform ideation workshop (hackathon, innovation catalysts,
momentum, etc.)
5. Discuss and align on potential Offering hypotheses to address top
ideas
6. Assess opportunities’ business cases, stakeholder value, and
investment needs
7. Document findings into Opportunity Assessment Report and
Funding Template
8. Engage with all necessary owners from stakeholder matrix
9. Gather positive feedback from clients
10. Gather positive feedback from GCSPs
Estimated timing
EY stakeholders
►
Days ~30–60
Stakeholders matrix
► Innovation Core Teams
► Sector/competency SMEs
► Quality
► Independence
► Digital
► Technology
► Global sector leader (GSL)
The outputs
Key deliverables
1. Detailed Problem Statement
2. Offering Hypotheses:
► Value Proposition Thinking
► Key Alliances/Partners Needed
► Resource and Funding Needs
► Target Market/Channel Hypotheses
► Revenue/Cost Model Hypotheses
3. Opportunity Assessment Report:
► High-Level Business Case
► Stakeholder Value Analysis
► Investment/Resource Outline
► Independence and Quality
Assessment
4. Completion of Funding Template
5. Sign-off from key Stakeholder matrix
6. Initial revenue and cost forecasts
Key gate
1
Hypothesis generation and
completion of funding template
# Key Gates
Page 17
Back to contents

Incubate
Building the Offering strategy, value proposition and business case with our clients
18
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
Critical inputs
Offering Hypotheses including:
► Value Proposition Thinking
► Key Alliances/Partners Needed
► Resource and Funding Needs
► Target Market/Channel
Hypotheses
► Revenue/Cost Model Hypotheses
Opportunity Assessment Report:
► High-Level Business Case
► Stakeholder Value Analysis
► Investment/Resource Outline
► Independence and Quality
Assessment
The process
Key
objectives
Key activities
1. Clarification of offering strategic approach and unique value proposition(s)
2. Identification of opportunity areas through Client/SME interactions
3. Solidification of business case, resourcing needs, and work plan
1. Develop offering strategy, crystalize value proposition, and define
delivery approach
2. Build additional MVP collateral needed to gather internal and
external SME insights
3. Create MVP prototype (if required)
4. Gather subject matter expert and client feedback on Offering to
determine additional refinements or pivots needed (possibly obtain
client seed funding to iterate)
5. Integrate feedback into offering approach, materials, and delivery
tools
6. Refine business case, resourcing model, and stakeholder value
analysis
7. Interact with an initial set of clients, in order to gather feedback.
8. Incubate with clients – increase client involvement during this
stage
9. Engaging with Target Areas/Regions/Accounts to get their formal
support/sponsorship for proceeding to the next phase along with
their agreement on revenue and margin targets and their
agreement (if needed) to co-invest in the next phase.
Estimated timing
EY stakeholders
►
►
►
►
►
►
►
►
►
►
Days ~30–60
Win Center
Independence
General Counsel Office
Marketing and Communication
Quality
Global Methods Program
GDS – feasibility/readiness
Stakeholders matrix (where necessary)
Global sector leader (GSL)
EY area/Regional leadership
The outputs
Key deliverables
1. Offering Offering Presentation
► Offering Strategy
► Refined Value Proposition
► Delivery Approach/Components
► Offering components
2. Documented Takeaways and Feedback
from SME and Client Conversations
3. Refined Business Case for Steering
Committee Review
4. Pilots with 2 to 3 target clients
5. MVP prototype (if required)
6. Resource Plans to:
► Build (Core, GDS, Alliances)
► Deliver (Core, GDS, Alliances)
► Maintain (Core, GDS, Alliances)
Key gate
2
Application submission of
Business Case to Funding
Review Committee
# Key Gates
Page 18
Back to contents

Design and build
Developing the product, GTM strategy, and sales toolkit
19
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
Critical inputs
Offering Offering Presentation
► Offering Strategy
► Refined Value Proposition
► Delivery Approach/Components
Documented Takeaways and
Feedback from SME and Client
Conversations
Resource Plans to:
► Build (Core, GDS, Alliances)
► Deliver (Core, GDS, Alliances)
► Maintain (Core, GDS, Alliances)
Learnings from 2-3 Pilots/Prototype
Refined Business Case
The process
Key
objectives
Key activities – Go to market
1. Creation of a clear GTM strategy with initial candidates clearly defined
2. Development of offering GTM collateral, tools, and technology prototypes
1. Create the GTM Strategy including client target list
2. Define and initiate partnerships and alliances
3. Build initial GTM sales materials including internal sales
enablement collateral
4. Identify core sales team to initially take offerings to client
5. Initiate sales process with BD teams
6. Develop strong sales pipeline to enable Activate/industrialization
Key activities – Product development
1. Architect the offerings’ resourcing, delivery, and technology
models/approaches
2. Develop key delivery methodologies, templates, and tools to
accelerate project success
3. Develop technical prototypes and tools
4. Build required process designs and Activatement plans
5. Define Offering governance and operation models
6. Finalize commercial model
Estimated timing
EY stakeholders
►
►
►
►
►
►
►
►
Days ~60–120
Win Center
Independence
General Counsel Office
Marketing and Communication
Quality
Global Methods Program
GDS – part of delivery team
Stakeholders matrix (where necessary)
The outputs
Key deliverables
1. Sales Toolkit may include:
► Executive overview (elevator pitch, 2-
page executive summary)
► Sales Deck
► Financial Frameworks
► Enablement Plans
► Marketing Plan
2. Development may include:
► Technology Architecture/Approach
► Process Designs/Activatement Plans
► Governance/Operations Models
3. Delivery Tools may include:
► Deliverable Templates
► Runbooks
► Reference/Cost Models
► Use Cases
4. Capability build plan:
1. Recruitment
2. L&D
Key gate
3
Offering development, on-going
review and initiative management
(GO/NO-GO Funding Tranche 2)
# Key Gates
Page 19
Back to contents

Activate, optimize, and maintain
Launch for scalable sales and delivery of the offering
20
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
Critical inputs
Go to Market Toolkit may include:
► Executive overview (elevator pitch,
2-page executive summary)
► Sales Deck
► Financial Frameworks
► Enablement Plans
► Marketing Plan
Development may include:
► Technology Architecture/Approach
► Process Designs/Activatement
Plans
► Governance/Operations Models
Delivery Tools may include:
► Deliverable Templates
► Runbooks
► Reference/Cost Models
► Use Cases
The process
Key
objectives
Key activities
1. Successfully Activate the Offering to the market
2. Evolve the support and delivery model to optimize all EY assets
3. Measure Offering performance to know when to invest or retire
1. Establish EY community, networks and regional delivery teams
2. Manage vendor/alliance relationship(s)
3. Deliver and maintain knowledge mgmt. infrastructure across teams
4. Bake offering targets into account plans
5. Drive accuracy of offering/KPI reporting
6. Scale and incorporate new offerings into the EY Performance
Engine:
► Business Development – Sales Champions
► BMS – Branding/Marketing/Communications
► Methods – Operational Best Practices, QRM – Quality
7. Work with BD and BMC team to scale the offering through sales
campaign
8. Identify the global team and converge model for sales efforts
9. Create and maintain support plan with GDS and core team
10. Measure and evolve implementation progress
Estimated timing
EY stakeholders
►
►
►
►
►
Continuous
Win Center
Sector/competency/BD SMEs
Quality
GEC Team
Stakeholders matrix (where necessary)
The outputs
Key deliverables
1. KPI Reports
2. Offering Updates and Builds
3. Other Offerings/Service Line Integration
4. EY Performance Engine Integration
Key gate
4
Evaluation of the sales and
delivery processes and success in
the market
# Key Gates
Page 20
Back to contents

Key activities
The initiative funding gates
Defining key funding and decision gates for Offerings – Global industry, Advisory
21
Discover
Ideate
Incubate
Design/Build
Activate
Crystalize and
Develop the product
Scan Focus 0 Generate ideas 1 2 3
Activate, optimize, and
4
refine ideas
Create GTM plan/collateral maintain offerings
?
X
Prioritization and Selection
of big ideas to Pursue
Hypotheses generation and
completion of funding template
Application submission of
Business Case to Funding
Review Committee
Offering development, ongoing
review and initiative
management
Evaluation of the sales and
delivery processes and
success in the market
Go/No-Go for funding
$
►
►
►
Trends and Insights
Analysis
Prioritization and evaluation
Select big ideas to address
with offerings
►
►
►
Ideation
Prioritization and evaluation
Select ideas funding request
►
►
►
►
►
Business case review
Prioritization and evaluation
Expert sessions and due
diligence
Test with pilot clients
Go/no-go funding decision
►
►
►
Design and build
Piloting new Offerings
Commercializing new
Offerings to scale in the
market
►
►
►
Overall portfolio review and
management
Prioritization and evaluation
Sales strategy and planning
# Key Gates
Page 21
Back to contents

Use Cases
Page 22
Back to contents

Use Cases
How to Engage
23
Client Issued Challenge Client RFP Repack Offering to Scale New/Emerging Market or Technology Issue
I am a RAMP: A channel 2 healthcare
client in my region is bringing a consortium
together to solve the issue of diabetic
patient non-compliance to drug programs.
The client has already signed heads of
agreement with Samsung (channel 2) as
their tech partner and has asked EY if we
want to be part of this consortium for the
compliance piece. This could eventually
become a joint-venture between the three
of us.
How do I Offering for this?
I am a GCSP on a P&U G360 account: My client
wants to build a finance shared service center
(SSC) offshore. I told the CFO that we could do it
for them at scale and run it as a captive managed
service.
This would involve a lift-and-shift of all their
processes to India or Manila. Then EY would hire
lots of people there to do the work, but as we are
also expecting to put in robotics process
automation (RPA) at the same time, the net effect
is having a lot less heads.
I know we have an RPA Offering and technology
relationship with Blue Prism. I know we have a
Finance Transformation Offering through the
Finance competency. I know some teams have
built offshore centers before, but I’m not sure if
that is a repeatable Offering. This is a $20m deal.
I am the Analytics sub-competency
leader inside Risk: This is the third time I
am seeing this same kind of request coming
in for analytics benchmarking of supplier risk
ratings.
We should have an offer around this as we
are making it up from scratch every time.
No-one seems to have the time or money to
do that up the analytics line or up the Risk
line so we just keep reinventing the wheel at
the accounts and sending around slide
decks instead of building these analytics
once in a way that can be reused.
How can this be resolved?
I am the Advisory CPR Sector Leader: We have
been watching the startup community for a year and
one of them jumps out as a leader in augmented
reality. They now have Unilever and Mondelēz as
clients but they also have Bank of America and Ford
who are conducting early pilots with them. Seems
this is running ahead and away from us.
We want to ideate and work with this startup to see
how this technology is being applied and to come up
with a few industry Offerings ourselves. We don’t
have any of our clients asking for it yet but feels like
we need to get in the game and do some
investigation and experimentation very soon.
Who can I speak to for some investment in this to
potentially turn it into a new Offering?
How do I Offering for this?
1. What is the right operating model for
this Offering?
2. How could we activate the network to
deliver?
3. Who should you have support from?
4. What would be the funding model?
5. What should you do once the Offering
has been established to ensure that
others know about it?
1. How would you take this forward?
2. Who should you have support from?
3. Who would you connect with regarding Blue
Prism/Alliances?
4. What are the challenges you might face?
5. What would be the funding model?
1. How would you take this forward and
turn this into repeatable Offering?
2. Who should you have support from?
3. Who should you connect with?
4. What are the challenges you might
face?
5. What would be the funding model?
6. Is it my job to tell people about this or
will someone else pick it up?
1. Who do I talk to in EY to get some investment in
this?
2. Who else should you connect with?
3. Who else should you have support from and
make aware about this?
4. What are the challenges you might face?
5. How would you take this forward and turn this
into repeatable Offering?
Page 23
Back to contents

Contacts
24
Gary Crays
Executive Director
gary.crays@ey.com
+1 317 908 8489
Frank Barone
Senior Manager
Frank.barone@ey.com
+1 201 406 3002
+1 123 456 7890
Direct offerings “Hot Line” Number
Coming soon
Page 24
Back to contents

EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and
advisory services. The insights and quality services we
deliver help build trust and confidence in the capital
markets and in economies the world over. We develop
outstanding leaders who team to deliver on our
promises to all of our stakeholders. In so doing, we play
a critical role in building a better working world for our
people, for our clients and for our communities.
EY refers to the global organization, and may refer to
one or more, of the member firms of Ernst & Young
Global Limited, each of which is a separate legal entity.
Ernst & Young Global Limited, a UK company limited by
guarantee, does not provide services to clients. For more
information about our organization, please visit ey.com.
Ernst & Young LLP is a client-serving member firm of
Ernst & Young Global Limited operating in the US.
© 2017 Ernst & Young LLP.
All Rights Reserved.
BSC no. 1701-2165273
This material has been prepared for general informational purposes
only and is not intended to be relied upon as accounting, tax, or other
professional advice. Please refer to your advisors for specific advice.
ey.com
Back to contents