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NMSU's Vice President of Research Division has opportunities to improve SoC as indicated by an average staff to manager ratio of 3.75:1, which is below the leading class benchmark range of 8:1 to 12:1
Deloitte · 2015 · benchmark_peers
NMSU's Vice President of Research Division has opportunities to improve SoC as indicated by an average staff to manager ratio of 3.75:1, which is below the leading class benchmark range of 8:1 to 12:1
3.75:1 — Span of Control
 EP’s level of centralization is comparable to peers, but it does not leverage Shared Services concepts.
Deloitte · 2015 · benchmark_peers
EP’s level of centralization is comparable to peers, but it does not leverage Shared Services concepts.
 Changes to processes and the operating model provide opportunities for improved efficiency within Educational Program Function
Deloitte · 2015 · key_takeaways
Changes to processes and the operating model provide opportunities for improved efficiency within Educational Program Function
$500K — Annual savings
 All of the Educational Program Functions, except Provide Library Services, have a high number of people completing a small amount of EP work.
Deloitte · 2015 · diagnosis
All of the Educational Program Functions, except Provide Library Services, have a high number of people completing a small amount of EP work.
144 — Full Time Equivalents
 The majority of time spent for the Educational Programs function in the Colleges is on Developing Outreach Programs.
Deloitte · 2015 · kpi_dashboard
The majority of time spent for the Educational Programs function in the Colleges is on Developing Outreach Programs.
29.69 — Full Time Equivalents
 EP – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · cost_structure
EP – Fragmentation by Process (Labor Cost)
$7.7M — Labor Cost
 EP – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · cost_structure
EP – Fragmentation by Process (Labor Cost)
$3.3M — Labor Cost
 EP – Divisional average labor cost per process
Deloitte · 2015 · data_table
EP – Divisional average labor cost per process
$138.4K — Average labor cost per FTE
 The Colleges with the lowest FTE representation in the process generally have the highest average labor cost per FTE.
Deloitte · 2015 · financial_analysis
The Colleges with the lowest FTE representation in the process generally have the highest average labor cost per FTE.
 NMSU should centralize most of its EP processes, while maintaining the core mission of each, which will improve efficiency and possibly improve the quality and consistency of its Educational Programs.
Deloitte · 2015 · process_diagram
NMSU should centralize most of its EP processes, while maintaining the core mission of each, which will improve efficiency and possibly improve the quality and consistency of its Educational Programs.
 AUX’s high level of centralization is comparable to peers, but it does not leverage Shared Services concepts and has mid-range capability to support reporting, self service, and workflow.
Deloitte · 2015 · benchmark_peers
AUX’s high level of centralization is comparable to peers, but it does not leverage Shared Services concepts and has mid-range capability to support reporting, self service, and workflow.
 The Auxiliary Services function is largely centralized; however, opportunities still exist to further enhance efficiency and provide potential cost savings.
Deloitte · 2015 · key_takeaways
The Auxiliary Services function is largely centralized; however, opportunities still exist to further enhance efficiency and provide potential cost savings.
$0- $0.5M — annual savings
 There are only two Auxiliary Service Function processes that include employees performing AUX work outside of the central AUX Division.
Deloitte · 2015 · appendix
There are only two Auxiliary Service Function processes that include employees performing AUX work outside of the central AUX Division.
 In the process where staff are most distributed across campus, the average labor cost per FTE is less than the average cost for AUX Division employees.
Deloitte · 2015 · financial_analysis
In the process where staff are most distributed across campus, the average labor cost per FTE is less than the average cost for AUX Division employees.
$165.8K — Average Salary Per FTE
 NMSU's Auxiliary function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 3.8:1, which is lower than leading class spans of 8:1 to 12:1.
Deloitte · 2015 · org_design
NMSU's Auxiliary function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 3.8:1, which is lower than leading class spans of 8:1 to 12:1.
3.8:1 — Span of Control
 Keeping Auxiliary Services processes centralized, but merging them with another function could further promote consistency, and increase efficiency.
Deloitte · 2015 · process_diagram
Keeping Auxiliary Services processes centralized, but merging them with another function could further promote consistency, and increase efficiency.
 RSC is highly decentralized in comparison to peers and it does not leverage Shared Services concepts.
Deloitte · 2015 · diagnosis
RSC is highly decentralized in comparison to peers and it does not leverage Shared Services concepts.
 RSC – Key Findings and Opportunity Summary
Deloitte · 2015 · key_takeaways
RSC – Key Findings and Opportunity Summary
$500K — Annual savings
 RSC – Level of Fragmentation by Process
Deloitte · 2015 · segmentation
RSC – Level of Fragmentation by Process
138.47 — Full Time Equivalents (FTEs)
 The RSC processes generally have FTEs distributed over a majority of the Colleges.
Deloitte · 2015 · data_table
The RSC processes generally have FTEs distributed over a majority of the Colleges.
76.33 — Full Time Equivalents
 RSC – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · cost_structure
RSC – Fragmentation by Process (Labor Cost)
$25.3M — Labor Cost
 RSC – Fragmentation by Process (Labor Cost) for the Colleges
Deloitte · 2015 · cost_structure
RSC – Fragmentation by Process (Labor Cost) for the Colleges
$15.7M — Labor Cost
 The processes for the RSC function are highly decentralized as no Division has overarching responsibility for the function. However, centralizing some of the processes may provide opportunities for improved efficiency and cost reduction.
Deloitte · 2015 · process_diagram
The processes for the RSC function are highly decentralized as no Division has overarching responsibility for the function. However, centralizing some of the processes may provide opportunities for improved efficiency and cost reduction.
 The privacy-preserving technology marketplace serves multiple functions
IPSOS · 2023 · framework_other
The privacy-preserving technology marketplace serves multiple functions
 Most privacy-preserving technologies have seen widespread adoption
IPSOS · 2023 · industry_trends
Most privacy-preserving technologies have seen widespread adoption
78% — Adoption rate
 Among privacy-preserving technology users, two-thirds use data clean rooms (DCRs)
IPSOS · 2023 · market_landscape
Among privacy-preserving technology users, two-thirds use data clean rooms (DCRs)
64% — DCR usage rate
 DCR adoption has accelerated in the last two years
IPSOS · 2023 · industry_trends
DCR adoption has accelerated in the last two years
61% — Adoption timeline
 Despite its relative nascency, satisfaction with DCRs is comparable to the more established technologies
IPSOS · 2023 · benchmark_peers
Despite its relative nascency, satisfaction with DCRs is comparable to the more established technologies
69% — Avg. % Very/Somewhat Satisfied With Technology
 DCRs are becoming essential for privacy-compliant data matching, activation, and measurement
IPSOS · 2023 · quote_slide
DCRs are becoming essential for privacy-compliant data matching, activation, and measurement
80% — Adoption rate
 Users are selecting DCRs for privacy protection, data controls, and interoperability
IPSOS · 2023 · market_landscape
Users are selecting DCRs for privacy protection, data controls, and interoperability
86% — Importance of selection criteria
 Currently, DCR users are primarily leveraging the technology to address privacy concerns and activate audiences
IPSOS · 2023 · diagnosis
Currently, DCR users are primarily leveraging the technology to address privacy concerns and activate audiences
47% — Usage percentage
 Missed opportunity: Less than one-third of DCR users are tapping into advanced measurement
IPSOS · 2023 · problem_statement
Missed opportunity: Less than one-third of DCR users are tapping into advanced measurement
26% — DCR usage rate
 DCRs offer opportunities for innovative, privacy-preserving use cases
IPSOS · 2023 · testimonial
DCRs offer opportunities for innovative, privacy-preserving use cases
 However, DCRs require significant investment in human talent
IPSOS · 2023 · diagnosis
However, DCRs require significant investment in human talent
49% — Number of employees
 DCR setup is lengthy and complex
IPSOS · 2023 · pain_points
DCR setup is lengthy and complex
 DCR costs create a high barrier to entry—a challenge for smaller industry players
IPSOS · 2023 · pain_points
DCR costs create a high barrier to entry—a challenge for smaller industry players
62% — DCR Spend
 Additionally, using DCRs with other privacy-preserving technology can drive annual costs above $2M
IPSOS · 2023 · cost_structure
Additionally, using DCRs with other privacy-preserving technology can drive annual costs above $2M
$2M — Average 2022 Costs
 And, sub-par match rates threaten the overall efficacy of DCRs
IPSOS · 2023 · diagnosis
And, sub-par match rates threaten the overall efficacy of DCRs
52% — Average Match Rate
 Sub-par match rates are driven by a multitude of factors
IPSOS · 2023 · diagnosis
Sub-par match rates are driven by a multitude of factors
 Due to the complexities, a significant percentage of DCR users cite ongoing challenges
IPSOS · 2023 · pain_points
Due to the complexities, a significant percentage of DCR users cite ongoing challenges
52% — Percentage of DCR users
 Continued Maintenance: Risks from evolving privacy legislation and platform changes
IPSOS · 2023 · risk_register
Continued Maintenance: Risks from evolving privacy legislation and platform changes
 Continued Maintenance: Key industry standards for risk mitigation
IPSOS · 2023 · initiative_list
Continued Maintenance: Key industry standards for risk mitigation
 IAB Perspective: The benefits of DCRs in the privacy-preserving technology landscape
IPSOS · 2023 · context
IAB Perspective: The benefits of DCRs in the privacy-preserving technology landscape
 Use Case Framework: Develop a conditional sequence data approach
IPSOS · 2023 · framework_other
Use Case Framework: Develop a conditional sequence data approach
 Generative AI: Enhancing Creativity
Accenture · 2024 · industry_trends
Generative AI: Enhancing Creativity
 Generative AI Presents Unique Risks and Challenges
Accenture · 2024 · pain_points
Generative AI Presents Unique Risks and Challenges
 Catapulted by advances in GenAI, technology is the no. 1 cause of business change
Accenture · 2024 · industry_trends
Catapulted by advances in GenAI, technology is the no. 1 cause of business change
90% — Executive adoption/priority
 Chinese consumers riding the digital wave
McKinsey · 2024 · market_landscape
Chinese consumers riding the digital wave
13% — influence percentage
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