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Agenda
Some background
Some dilemmas
Some learnings
Some questions
PwC
August 2011
2

PwC
“We act as “One Network”
The #1 professional services network that does the right thing for our clients, our people, the capital markets and our communities”
Slide 3

Our strategic priorities
Build quality businesses
Build strategic capabilities
Deliver the PwC
Experience
Transform our business model
Maximize market opportunities
PwC Slide 4

Achieving our vision
Build
Build quality businesses
Deliver the
PwC
2004
The PwC
Experience
FY11 &
Beyond
Transform our business model
2011
The PwC Experience becomes reality
Be the # 1 network
Brand promise is delivered
PwC Slide 5

The three Clusters
West Cluster Central Cluster East Cluster
PwC Slide 6
6

Three Clusters, one role, one objective
Build quality businesses
Build strategic capabilities
Deliver the PwC
Experience
Transform our business model
Maximize market opportunities
PwC Slide 7

The challenge, the importance, the opportunity
Central Cluster Building relationships…
81.000 partners & staff
More than 90 countries
Covers 13 time zones
PwC
Helping organisations and individuals succeed…
An exciting mix of developing and mature markets, skills and capabilities, gives great development potential when working together
Creating value…
Generates 50% of network revenues
Provides services to 75% of FT
Europe 500
Headquarters to 50% of Global
Priority Accounts
Slide 8

The Central Cluster is home to 12 out of 21
Strategic Council Member territories/ regions
West Cluster
Canada
USA
Mexico
Central Cluster
UK
Germany
France
Netherlands
Switzerland
Spain
Italy
Sweden
CEE
India
Middle East
Brazil
Southern Africa
East Cluster
Japan
Korea
China
Singapore
Australia
PwC Slide 9

Our largest territories/regions in the Central
Cluster
UK
Germany
CEE
India
Southern Africa
The Netherlands
People
14.600
8.450
6.850
6.050
5.100
4.300
France
Spain
Sweden
Italy
Switzerland
Middle East
Total SCM
Total Cluster
People
3.800
3.650
3.400
2.900
2.600
2.300
64.000
81.000
Source: Global People Stats - June 2010
PwC Slide 10

Our largest territories/regions in the Central
Cluster
PwC
Africa Central
Ireland
Luxembourg
Pakistan
>1500
Gibraltar
Iceland
Isle of Man
Sri Lanka
Belgium
Denmark
Norway
<500
1500 -
1000
Austria,
Cyprus, Finland,
Francophone Africa,
Greece, Israel,
Portugal, Turkey
500 -
1000
Slide 11

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The word di-lemma...
...is from Greek for „two propositions“. A dilemma is a situation with two propositions or options in apparent conflict. Both have negative as well as positive aspects that seem to balance each other.
The word dilemma has a negative connotation. Why? Maybe because making a choice for one of the two propositions results in losing the advantages of the proposition not selected.
How to find a solution where both sides of the dilemma, both
(seemingly opposing values will be honoured.
Source: Trompenaars Hampden-Turner „Culture for Business“
PwC
August 2011
14

The 7 Cultural Dilemmas
1. Judge: Rights Dilemma
Following rules (Universalism) Relationships (Particularism)
2. Contribute: Duties Dilemma
Alone (Individualism) In Team (Communatarism)
3. Assign Roles: Authority Dilemma
Based on achievements (Achieved) On status (Ascribed)
4. Communicate: Privacy Dilemma
According to the task (specific) The person (diffuse)
5. Give Feedback: Emotions Dilemma
Rationally (Neutral) Affectively (affective)
6. Plan: Timing Dilemma
In order to be punctual (sequential) Available (synchronic)
7. Change: Fate Dilemma
By control (internal control) Adaptation (external control)
PwC
August 2011
15

Reconciling dilemmas
Proposition A
(1,10)
(5,5)
(1,1)
(10,10)
PwC
(10,1)
Proposition B
August 2011
16

Dilemma #1 global local
PwC
August 2011
17

How PwC is organised to drive the strategy forward
Organisation
Network Leadership Team
Role
Sets strategic direction
Strategy Council
Cluster
Territory/Region
PwC
Agrees strategic direction
Drives strategic alignment
Drives strategic execution
Slide 18

How PwC is organised to drive the strategy forward
Organisation
Network Leadership Team
Strategy Council
Composition
The TSPs of
China, Germany,
UK and US
Dennis Nally (CEO)
Cluster
Territory/Region
PwC Slide 19

How PwC is organised to drive the strategy forward
Organisation
Network Leadership Team
Composition
The TSPs of 21 territories/regions
Strategy Council
Cluster
Territory/Region
PwC Slide 20

How PwC is organised to drive the strategy forward
Organisation
Network Leadership Team
Composition
Strategy Council
Cluster
Territory/Region
Three Clusters:
East, West and Central
PwC Slide 21

How Cluster M&C work to take forward priorities
Central Cluster M&C Board the M&C leaders of the Cluster SCMs
Central Cluster core team (executive team)
M&C Leader UK – sponsor communications)
M&C Leader (CEE/RU – sponsor marketing)
M&C Leader (SE – sponsor brand) the Central Cluster M&C team (see below)
Central Cluster M&C team (full time resources)
Alexander Fleischer (50%, member of the CET)
XX (Brand)
XX (Market Intelligence)
XX (Network)
XX (Coms)
XX (Projects)
FY 11 Strategic Roadmap
PwC
March 2011
22

What‘s the role of the sponsor vis-à-vis the M&C team?
In his/her role as subject matter expert
Bring in expertise, experience and enthusiasm (ideas)
Challenge from a practical (territory) implementation point-of- view
Convince peers in territories if needed
Use his territory/staff resources to pilot projects
Discuss progress with the Cluster M&C professional; jointly report to the
SCM M&C group
In his/her role as a colleague
Be sparring-partner and advisor to the Cluster M&C team professional
Challenge, help address, solve, escalate issues
Coach, give feedback
Devote the agreed time-investment (informal contact, calls, meetings…)
FY 11 Strategic Roadmap
PwC
March 2011
23

What‘s the role of the sponsor vis-à-vis the SCM M&C territory leaders and Cluster leader
Responsibilities
Take forward one or two objectives set by M&C Cluster leader
Coach/act as sparring partner to Cluster M&C professional
Accept accountability towards peers (SCM M&C leaders)
Rights
Official role – for CV (e g on representation events)
Additional feedback/coaching /perspective by M&C leader
Take part in global activities – if applicable
FY 11 Strategic Roadmap
PwC
March 2011
24

Dilemma #2
Own vision Collaborative creativity
PwC
August 2011
25

FY 12 Strategic roadmap
The strategic roadmap is a timeline showing the priority focus for
Marketing & Communications in the Central Cluster.
It also serves as an overview of when specific actions will be carried out and by whom.
FY 11 Strategic Roadmap
PwC
March 2011
26

Dilemma #3
Direction Freedom of action
PwC
August 2011
27

Dilemma #4
Consistency
Effectiveness
Do it once an share it
Flexiblility
Lack of power
Lack of priority/action
PwC
August 2011
28

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My key principles
1. Reflect on myself
2. Respect
3. Provide a vision
4. Give opportunity to involve and take over responsibility
5. Focus on the powerful and the willing
6. Maximum transparency, be clear, speak out, courage
7. Be proud of our function (coms), fight for it, go ahead.
8. Be bold
PwC
August 2011
30

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