www.pwc.com Moving ahead whilst dealing with dilemma Managing internat. Coms Alexander Fleischer Agenda Some background Some dilemmas Some learnings Some questions PwC August 2011 2 Our vision “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” PwC 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 quality businesses businesses Deliverthe the Deliver PwC PwC Experience Experience 2004 The PwC Experience FY11 & Beyond Maximise Maximise market market opportunities opportunities Transform Transform our our business business model model The PwC Experience becomes reality Be the # 1 network Brand promise is delivered Build Build strategic strategic capabilities capabilities 2011 PwC Slide 5 The three Clusters West Cluster PwC Central Cluster East Cluster Slide 6 6 Three Clusters, one role, one objective Drive strategic alignment 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 Helping organisations and individuals succeed… An exciting mix of developing and mature markets, skills and capabilities, gives great development potential when working together PwC Building relationships… 81.000 partners & staff More than 90 countries Covers 13 time zones 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 Central Cluster Sweden Canada USA Mexico East Cluster CEE UK Germany France Netherlands Switzerland Spain Italy Japan Korea China India Middle East Brazil Singapore Australia Southern Africa PwC Slide 9 Our largest territories/regions in the Central Cluster People People UK 14.600 France 3.800 Germany 8.450 Spain 3.650 CEE 6.850 Sweden 3.400 India 6.050 Italy 2.900 Southern Africa 5.100 Switzerland 2.600 The Netherlands 4.300 Middle East 2.300 Total SCM 64.000 Total Cluster 81.000 Source: Global People Stats - June 2010 PwC Slide 10 Our largest territories/regions in the Central Cluster Africa Central Ireland Luxembourg Pakistan Belgium Denmark Norway PwC >1500 1500 1000 Gibraltar Iceland Isle of Man Sri Lanka <500 500 Austria, 1000 Cyprus, Finland, Francophone Africa, Greece, Israel, Portugal, Turkey Slide 11 Our daily ambition “My relationship with PwC helps create the value I am looking for" PwC www.pwc.com Some dilemmas 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) - In Team (Communatarism) 2. Contribute: Duties Dilemma Alone (Individualism) 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) PwC - Adaptation (external control) August 2011 15 Reconciling dilemmas Proposition A (1,10) (10,10) (5,5) (1,1) (10,1) Proposition B PwC August 2011 16 Dilemma #1 global PwC local August 2011 17 How PwC is organised to drive the strategy forward Organisation Role Network Leadership Team Sets strategic direction Strategy Council Agrees strategic direction Cluster Drives strategic alignment Territory/Region Drives strategic execution PwC Slide 18 How PwC is organised to drive the strategy forward Organisation Composition Network Leadership Team The TSPs of China, Germany, UK and US Strategy Council Dennis Nally (CEO) Cluster Territory/Region PwC Slide 19 How PwC is organised to drive the strategy forward Organisation Composition Network Leadership Team Strategy Council The TSPs of 21 territories/regions Cluster Territory/Region PwC Slide 20 How PwC is organised to drive the strategy forward Organisation Composition Network Leadership Team Strategy Council Cluster Three Clusters: East, West and Central Territory/Region 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 PwC Collaborative creativity 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 PwC Freedom of action August 2011 27 Dilemma #4 Consistency Flexiblility Effectiveness Lack of power Do it once an share it Lack of priority/action PwC August 2011 28 www.pwc.com Some learnings 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 www.pwc.com Some questions www.pwc.com Thank you!