Moving ahead whilst dealing with dilemmaManaging internat. ComsAlexander Fleischer
www.pwc.com
PwC
Agenda
Some background
Some dilemmas
Some learnings
Some questions
2August 2011
PwC
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”
Slide 3
PwC
Our strategic priorities
Deliver the PwC Experience
Build quality businesses
Maximize market opportunities
Transform ourbusiness model
Build strategiccapabilities
Slide 4
PwC
FY11 & Beyond
Achieving our vision
Transform our
business model
Maximise market
opportunities
The PwC Experience becomes realityBe the # 1
networkBrand promise is delivered
Deliver the PwC
Experience
Build strategic
capabilities
Build qualitybusinesses
2004
2011
The PwC Experienc
e
Build quality
businesses
Build strategic capabiliti
es
Deliver the PwC
Experience
Transform our
business model
Maximise market
opportunities
Slide 5
PwC
The three Clusters
West Cluster Central Cluster
East Cluster
6Slide 6
PwC
Three Clusters, one role, one objective
Deliver the PwC Experience
Build quality businesses
Maximize market opportunities
Transform ourbusiness model
Build strategiccapabilities
Drive strategic alignment
Slide 7
PwC
The challenge, the importance, the opportunity
Central Cluster Building relationships…81.000 partners & staffMore than 90 countriesCovers 13 time zones
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 networkrevenuesProvides services to 75% of FT Europe 500Headquarters to 50% of Global Priority Accounts
Slide 8
PwC
The Central Cluster is home to 12 out of 21 Strategic Council Member territories/ regions
West Cluster Central Cluster
East Cluster
Canad
a USA
Mexico
Brazil
Swede
n UK
Netherland
s
Germany France
Spain Italy
CEE
India
Southern Africa
Japan
Korea
China
Singapore
Australia
Middle
East
Switzerlan
d
Slide 9
PwC
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
Slide 10
PwC
Our largest territories/regions in the Central Cluster
Africa Central IrelandLuxembourg Pakistan
Belgium Denmark Norway
Austria, Cyprus, Finland, Francophone Africa, Greece, Israel, Portugal, Turkey
GibraltarIceland Isle of Man Sri Lanka
Slide 11
>1500
<500
1500 -1000
500 -1000
Our daily ambition
“My relationship with PwC helps create the value I am looking for"
PwC
Some dilemmas
www.pwc.com
PwC
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“ 14August 2011
PwC
The 7 Cultural Dilemmas
15August 2011
1. Judge: Rights DilemmaFollowing rules (Universalism) - Relationships (Particularism)
2. Contribute: Duties DilemmaAlone (Individualism) -
In Team (Communatarism)
3. Assign Roles: Authority DilemmaBased on achievements (Achieved) -
On status (Ascribed)
4. Communicate: Privacy DilemmaAccording to the task (specific) -
The person (diffuse)
5. Give Feedback: Emotions DilemmaRationally (Neutral) -
Affectively (affective)
6. Plan: Timing DilemmaIn order to be punctual (sequential) -
Available (synchronic)
7. Change: Fate DilemmaBy control (internal control) -
Adaptation (external control)
PwC
Reconciling dilemmas
16August 2011
Proposition A
Proposition B
(1,10)
(5,5)
(1,1) (10,1)
(10,10)
PwC
Dilemma #1
global local
17August 2011
PwC
How PwC is organised to drive the strategy forward
Network Leadership Team Sets strategic direction
Cluster Drives strategic alignment
Territory/Region Drives strategicexecution
Strategy Council Agrees strategic direction
Organisation Role
Slide 18
PwC
How PwC is organised to drive the strategy forward
Network Leadership Team The TSPs of China, Germany,UK and US
Dennis Nally (CEO)
Cluster
Territory/Region
Strategy Council
Organisation Composition
Slide 19
PwC
How PwC is organised to drive the strategy forward
Network Leadership Team
Cluster
Territory/Region
Strategy Council The TSPs of 21 territories/regions
Organisation Composition
Slide 20
PwC
How PwC is organised to drive the strategy forward
Network Leadership Team
Cluster
Territory/Region
Strategy Council
Three Clusters: East, West and Central
Organisation Composition
Slide 21
PwC
How Cluster M&C work to take forward priorities
Central Cluster M&C Boardthe 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)
22March 2011 FY 11 Strategic Roadmap
PwC
What‘s the role of the sponsor vis-à-vis the M&C team?
In his/her role as subject matter expertBring in expertise, experience and enthusiasm (ideas)Challenge from a practical (territory) implementation point-of- viewConvince peers in territories if neededUse his territory/staff resources to pilot projectsDiscuss 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 professionalChallenge, help address, solve, escalate issuesCoach, give feedbackDevote the agreed time-investment (informal contact, calls, meetings…)
23March 2011 FY 11 Strategic Roadmap
PwC
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
24March 2011 FY 11 Strategic Roadmap
PwC
Dilemma #2
Own vision Collaborative creativity
25August 2011
PwC
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.
26March 2011 FY 11 Strategic Roadmap
PwC
Dilemma #3
Direction Freedom of action
27August 2011
PwC
Dilemma #4
Consistency
Effectiveness
Do it once an share it
Flexiblility
Lack of power
Lack of priority/action
28August 2011
Some learnings
www.pwc.com
PwC
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
30August 2011
Some questions
www.pwc.com
Thank you!
www.pwc.com