PwC implemented an internal innovation platform called "PwC spark!" to encourage ideas from employees. The platform received over 1,000 engagements from employees, including 101 idea submissions and 948 votes. Several ideas were quickly implemented, including 10 "no brainers" within 6 months. The platform helped make employees feel comfortable sharing opinions to spur innovation within the large professional services firm.
3. www.DynamicAdaptation.com
What is PwC?
• Size
– PwC is a network of member
firms in 158 countries with
close to 169,000 people
What we do
– Leading professional services
firm
• Audit and assurance
• Consulting
• Deals
• Tax
Complexity
– See above
Slide 3
4. Innovation – fit to PwC’s strategy
• Logical extension of the
PwC brand
– Increases staff
engagement
– Formalizes interest of
the executive in
hearing from ALL of
our people
• Opportunity for revenue /
cost savings
4
5. www.DynamicAdaptation.com
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree
Global “before” survey of PwC staff / partners
64%
But . . . not easy to share and
develop ideas with other PwC
professionals.
6. www.DynamicAdaptation.com
Safe to voice my opinion . . .
“Vulnerability is the birthplace
of innovation, creativity and
change.”
Brune Brown
The Power of Vulnerability
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8. www.DynamicAdaptation.com
What did we need? An innovation
bicycle for PwC
Slide 8
“A bicycle makes man the most efficient mover on the earth.
A computer is a bicycle for our mind.” Wilson Miner (from Steve Jobs)
http://upload.wikimedia.org/wikipedia/commons/6/66/Ladies_safety_bicycles1889.gif
9. The model: Mindset
• Time-limited business
challenges owned by
specific leaders
• Demonstrate acceptance
of the odd
• Signal how important
innovation is
– PwC: give people a code to
use for their innovation
time)
Slide 9
10. www.DynamicAdaptation.com
Model: Capability
Slide 10
Source: http://www.slideshare.net/dhinchcliffe/enterprise-20-summit-2012-closing-keynote
• Social networking
platform with an
ideation module
• Very small core team
made up of part-timers
• Cross-organization idea
vetting designed to
maximize “out-of-the-
box” thinking
• Single point of
leadership responsibility
for innovation
13. Connecting with clients
What are the best methods you've found
for reaching out to clients and/or prospects
to ensure you get a call back or solidify a
relationship?
Building a better mousetrap
What could we develop as an “product” to
take to the market and identify us as
distinctive?
Stop it! Reducing the drag
What could we (safely) stop doing that gets
in your way, would make it easier for you
to have more time in the market, or does
not contribute to the firm’s success?
15. www.DynamicAdaptation.com
By the numbers
• 101 ideas submitted
• 66 unique contributor
– 5 of were partners
• 948 votes
• 281 comments
• 1/3rd of all the PwC partners and staff
participated in platform in some way
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17. Process / governance
• Focus on “starters”
• All ideas reviewed by cross-
organization (vertical /
horizontal) working group
– Members had demonstrated
“out of the box” thinking
• Challenge owner picked up
rest
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18. All ideas
Specific office 4%
No brain 11%
Not now 7%
Already offered
Ranked
78%
Top ideas (XLoS)
Challenge leader
review
78% were “starters”
21. Results
10 “no brainers” implemented
2 “top ideas” implemented
within 6 months from launch
10 “top ideas” active consideration
Slide 21
22. Tips
• Find the right leader
– Broader thinker
– Knows / known by the organization
– Wants a challenge
• Have someone who understands how to rollout
novel programs within your organization
• The soft stuff is the hard part
• Strategic opportunism
• Make it easy for people to feel comfortable –
sharing ideas and opinions can be scary
Slide 22
Innovation mindsetUnpredictable answers to questionsReframing the question – or asking an alternative“X + Y = Z, however . . .”Vulnerability / risk taking
Innovation capabilityIdea capture EvaluationImplementation“By fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers . . by 20 to 25 percent.” McKinsey Global Institute, July 2012“companies who outperform their peers are 30% more likely to identify openness – often characterized by the greater use of social tools – as a key influence on their organization.”IBM study of 1,700 worldwide CEOs found
The hats helped break down any of the sense of hierarchy between the participants (it is hard to take a leader too seriously when he is wearing a Viking helmet with long, golden, hair) and to inject a sense of play and openness.Drawing a picture helped participants tap into the creative and connecting part of their brain. Typically PwC Canada people are really good at analyzing and criticizing. PwC knew we needed the participants to tap into their whole brains.