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

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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

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Thank you!

www.pwc.com