In 2005 seven partners and senior staffers at Deloitte (including the male coauthor of this article) prepared for a meeting with a prospective client, a large hospital undergoing an exciting transformation. Aware that a multimillion-dollar piece of business would be won or lost on the basis of their pitch, the key presenters pored over their slide deck, crossing the t’s and dotting the i’s. They reviewed everything they knew about the hospital and rehearsed their case for why Deloitte was the ideal choice.
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