Reference no: EM133148087

While Pier had experienced pockets of success with several professionals. many others rejected the approach. Bondili and the team found substantial resistance to applying open talent and tools to client engagements. There were several concerns. One was the perceived con?ict inherent in integrating contributions of open talent into a consulting practice that had traditionally staffed highly trained. well- mentored Deloitte professionals to work in close contact with clients. Another centered on Deloitte's focus on con?dentiality and protection of client information when seeking external contributions to solutions and talent. especially for a consulting organization with audit capabilities. Finally, a third was concern that open talent utilization could drive questions about the value of Deloitte professionals with deep client experience and relationships. One partner acknowledged, "There's a concern. They think. 'Well. if a crowd can do it. then what's our value proposition?"