Innovation at PwC - Gordon Vala-Webb


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  • 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.
  • Innovation at PwC - Gordon Vala-Webb

    1. 1. Building smarter organizationsInnovation at PwC#smartorg@dynamicadaptatnGordon Vala-WebbMay 2013
    2. 2. www.DynamicAdaptation.comContextSlide 2
    3. 3. www.DynamicAdaptation.comWhat is PwC?• Size– PwC is a network of memberfirms in 158 countries withclose to 169,000 peopleWhat we do– Leading professional servicesfirm• Audit and assurance• Consulting• Deals• TaxComplexity– See aboveSlide 3
    4. 4. Innovation – fit to PwC’s strategy• Logical extension of thePwC brand– Increases staffengagement– Formalizes interest ofthe executive inhearing from ALL ofour people• Opportunity for revenue /cost savings4
    5. 5. www.DynamicAdaptation.com0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeGlobal “before” survey of PwC staff / partners64%But . . . not easy to share anddevelop ideas with other PwCprofessionals.
    6. 6. www.DynamicAdaptation.comSafe to voice my opinion . . .“Vulnerability is the birthplaceof innovation, creativity andchange.”Brune BrownThe Power of VulnerabilitySlide 6
    7. 7. www.DynamicAdaptation.comSolutionSlide 7
    8. 8. www.DynamicAdaptation.comWhat did we need? An innovationbicycle for PwCSlide 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)
    9. 9. The model: Mindset• Time-limited businesschallenges owned byspecific leaders• Demonstrate acceptanceof the odd• Signal how importantinnovation is– PwC: give people a code touse for their innovationtime)Slide 9
    10. 10. www.DynamicAdaptation.comModel: CapabilitySlide 10Source:• Social networkingplatform with anideation module• Very small core teammade up of part-timers• Cross-organization ideavetting designed tomaximize “out-of-the-box” thinking• Single point ofleadership responsibilityfor innovation
    11. 11. www.DynamicAdaptation.comIdeationSlide 11
    12. 12. www.DynamicAdaptation.comTypes of ideationOpen participation Closed participationClosedsubjectOpensubject12
    13. 13. Connecting with clientsWhat are the best methods youve foundfor reaching out to clients and/or prospectsto ensure you get a call back or solidify arelationship?Building a better mousetrapWhat could we develop as an “product” totake to the market and identify us asdistinctive?Stop it! Reducing the dragWhat could we (safely) stop doing that getsin your way, would make it easier for youto have more time in the market, or doesnot contribute to the firm’s success?
    14. 14. www.DynamicAdaptation.comPwC spark!The global idea marketplace, PwC style14
    15. 15. www.DynamicAdaptation.comBy the numbers• 101 ideas submitted• 66 unique contributor– 5 of were partners• 948 votes• 281 comments• 1/3rd of all the PwC partners and staffparticipated in platform in some waySlide 15
    16. 16. www.DynamicAdaptation.comEvaluationSlide 16
    17. 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 uprestSlide 17
    18. 18. All ideasSpecific office 4%No brain 11%Not now 7%Already offeredRanked78%Top ideas (XLoS)Challenge leaderreview78% were “starters”
    19. 19. Slide 19
    20. 20. 17/05/2013 Slide 20
    21. 21. Results10 “no brainers” implemented2 “top ideas” implementedwithin 6 months from launch10 “top ideas” active considerationSlide 21
    22. 22. Tips• Find the right leader– Broader thinker– Knows / known by the organization– Wants a challenge• Have someone who understands how to rolloutnovel 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 scarySlide 22
    23. 23. Thank you . .• This publication has been prepared for general guidance on matters of interest only, and does not constitute professionaladvice. You should not act upon the information contained in this publication without obtaining specific professional advice. Norepresentation or warranty (express or implied) is given as to the accuracy or completeness of the information contained inthis publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic Adaptation does not accept or assumeany liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance onthe information contained in this publication or for any decision based on it.© 2013 Gordon Vala-Webb. All rights reserved.Gordon (at) DynamicAdaptation.comwww.DynamicAdaptation.comTwitter: @dynamicadaptatnSlide 23