1. Moving ahead whilst dealing with dilemma Managing internat. Coms Alexander Fleischer www.pwc.com

2. PwC Agenda Some background Some dilemmas Some learnings Some questions 2 August 2011

3. 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

4. PwC Our strategic priorities Deliver the PwC Experience Build quality businesses Maximize market opportunities Transform our business model Build strategic capabilities Slide 4

5. PwC FY11 & Beyond Achieving our vision Transform our business model Maximise market opportunities The PwC Experience becomes reality Be the # 1 network Brand promise is delivered Deliver the PwC Experience Build strategic capabilities Build quality businesses 2004 2011 The PwC Experience Build quality businesses Build strategic capabilities Deliver the PwC Experience Transform our business model Maximise market opportunities Slide 5

6. PwC The three Clusters West Cluster Central ClusterEast Cluster 6 Slide 6

7. PwC Three Clusters, one role, one objective Deliver the PwC Experience Build quality businesses Maximize market opportunities Transform our business model Build strategic capabilities Drive strategic alignment Slide 7

8. PwC The challenge, the importance, the opportunity Central Cluster Building relationships… 81.000 partners & staff More than 90 countries Covers 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 network revenues Provides services to 75% of FT Europe 500 Headquarters to 50% of Global Priority Accounts Slide 8

9. PwC The Central Cluster is home to 12 out of 21 Strategic Council Member territories/ regions West ClusterCentral ClusterEast Cluster Canada USA Mexico Brazil Sweden UK Netherlands Germany France Spain Italy CEE India Southern Africa Japan Korea China Singapore Australia Middle East Switzerland Slide 9

10. PwC Our largest territories/regions in the Central Cluster People UK14.600France 3.800 Germany8.450Spain 3.650 CEE6.850Sweden 3.400 India6.050Italy 2.900 Southern Africa5.100Switzerland 2.600 The Netherlands4.300Middle East 2.300 Total SCM64.000 Total Cluster81.000 Source: Global People Stats - June 2010 Slide 10

11. PwC Our largest territories/regions in the Central Cluster Africa Central Ireland Luxembourg Pakistan Belgium Denmark Norway Austria, Cyprus, Finland, Francophone Africa, Greece, Israel, Portugal, Turkey Gibraltar Iceland Isle of Man Sri Lanka Slide 11 >1500<500 1500 - 1000 500 - 1000

12. Our daily ambition “My relationship with PwC helps create the value I am looking for" PwC

13. Some dilemmas www.pwc.com

14. 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“ 14 August 2011

15. PwC The 7 Cultural Dilemmas 15 August 2011 1. Judge: Rights Dilemma Following rules (Universalism) -Relationships (Particularism) 2. Contribute: Duties Dilemma Alone (Individualism) -In Team (Communatarism) 3. Assign Roles: Authority Dilemma Based on achievements (Achieved) -On status (Ascribed) 4. Communicate: Privacy Dilemma According to the task (specific)-The person (diffuse) 5. Give Feedback: Emotions Dilemma Rationally (Neutral) -Affectively (affective) 6. Plan: Timing Dilemma In order to be punctual (sequential) -Available (synchronic) 7. Change: Fate Dilemma By control (internal control) -Adaptation (external control)

16. PwC Reconciling dilemmas 16 August 2011 Proposition A Proposition B (1,10) (5,5) (1,1) (10,1) (10,10)

17. PwC Dilemma #1 globallocal 17 August 2011

18. PwC How PwC is organised to drive the strategy forward Network Leadership TeamSets strategic direction ClusterDrives strategic alignment Territory/RegionDrives strategic execution Strategy CouncilAgrees strategic direction OrganisationRole Slide 18

19. 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 OrganisationComposition Slide 19

20. PwC How PwC is organised to drive the strategy forward Network Leadership Team Cluster Territory/Region Strategy CouncilThe TSPs of 21 territories/regions OrganisationComposition Slide 20

21. PwC How PwC is organised to drive the strategy forward Network Leadership Team Cluster Territory/Region Strategy Council Three Clusters: East, West and Central OrganisationComposition Slide 21

22. PwC How Cluster M&C work to take forward priorities Central Cluster M&C Board the 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) 22 March 2011 FY 11 Strategic Roadmap

23. PwC What‘s the role of the sponsor vis-à-vis the M&C team? In his/her role as subject matter expert Bring in expertise, experience and enthusiasm (ideas) Challenge from a practical (territory) implementation point-of- view Convince peers in territories if needed Use his territory/staff resources to pilot projects Discuss 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 professional Challenge, help address, solve, escalate issues Coach, give feedback Devote the agreed time-investment (informal contact, calls, meetings…) 23 March 2011 FY 11 Strategic Roadmap

24. 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 24 March 2011 FY 11 Strategic Roadmap

25. PwC Dilemma #2 Own visionCollaborative creativity 25 August 2011

26. 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. 26 March 2011 FY 11 Strategic Roadmap

27. PwC Dilemma #3 DirectionFreedom of action 27 August 2011

28. PwC Dilemma #4 Consistency Effectiveness Do it once an share it Flexiblility Lack of power Lack of priority/action 28 August 2011

29. Some learnings www.pwc.com

30. 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 30 August 2011

31. Some questions www.pwc.com

32. Thank you! www.pwc.com