Innovation at PwC - Gordon Vala-Webb
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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.
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Innovation at PwC - Gordon Vala-Webb
- 1. Building smarter organizations Innovation at PwC #smartorg @dynamicadaptatn Gordon Vala-Webb May 2013
- 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 Slide 6
- 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
- 12. www.DynamicAdaptation.com Types of ideation Open participation Closed participation Closed subject Open subject 12
- 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?
- 14. www.DynamicAdaptation.com PwC spark! The global idea marketplace, PwC style 14
- 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 Slide 15
- 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 Slide 17
- 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”
- 19. Slide 19
- 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
- 23. Thank you . . • This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic Adaptation does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2013 Gordon Vala-Webb. All rights reserved. Gordon (at) DynamicAdaptation.com www.DynamicAdaptation.com Twitter: @dynamicadaptatn Slide 23
Hinweis der Redaktion
- http://upload.wikimedia.org/wikipedia/commons/6/66/Ladies_safety_bicycles1889.gif
- 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.