Addressing today's challenges

Global economic pressures. Political upheaval. Talent challenges. Innovation mandates. Expectations are that organizations do more with less, and then do some more. This is the environment you compete in, and this is the world we live in. Our advisory capabilities are constantly evolving to give you a competitive advantage. Learn more below.

Strategic business resilience
Strategy through execution
Resilience
Dennis Chesley: PwC
Dennis Chesley
Principal, Global Risk Consulting Leader
+1 (703) 918 6154
Connect with Dennis on LinkedIn

Resilience

Strategic resilience prepares your organization to thrive amid change and survive amid crisis. It is not just sound risk management, effective crisis management or having a business continuity plan in place. It’s fostering a flexible cultural approach that adapts to changed and changing circumstances and embraces performance and productivity, even in the face of adversity. Resilient organizations think beyond protection, survival or bouncing back. They plan to thrive and move forward. They recognize, embrace, and rapidly and effectively adapt to changes and the resulting risks.

Cybersecurity is a business imperative
Strategy through execution
Cybersecurity
David Burg: PwC
David Burg
Principal, US Forensic Technology Solutions Leader
+1 (703) 918 1067
Connect with David on LinkedIn

Cybersecurity

New technologies, determined adversaries and interconnected business ecosystems have combined to increase your company’s exposure to cyberattacks. Critical digital assets are being targeted at an unprecedented rate, and the potential impact has never been greater. Cybersecurity should be viewed as a business imperative to protect competitive advantage and shareholder value.

Customer-centric organizations are redesigning themselves
Strategy through execution
Customer impact
Thomas Puthiyamadam: PwC
Thomas Puthiyamadam
Principal, Customer Leader, Product & Services Industries
+1 (646) 471 1490
Connect with Thomas on LinkedIn

Customer impact

Listening to your customers is just the start. To design and deliver customer experiences that impact the bottom line and provide competitive advantage, you should understand your customers on a much deeper level. But how? Customer-centric organizations are redesigning themselves from the outside in to align themselves with customer needs, values and preferences at every level, not just in traditional “customer service” roles. They’re also using new tools and techniques to anticipate customer behavior—investing in technologies like social, mobile, analytics and cloud that allow brands to actually redefine how customer value gets created and delivered.

Talent strategy aligns with business strategy
Strategy through execution
Talent
Ed Boswell: PwC
Ed Boswell
Principal, People & Change Leader, Products & Services Industries
+1 (704) 350 8125
Connect with Ed on LinkedIn

Talent

Your talent strategy doesn’t just need to be aligned with your business strategy. It is your business strategy. Talent is how successful organizations power growth, realize ROI, manage risk and enable transformation. New effective talent strategies are helping business leaders identify and retain pivotal talent, keep their pipelines of new talent full, and move the right people to the right growth markets to capitalize on opportunities.

Internal audit as risk management
Strategy through execution
Internal audit
Jason Pett: PwC
Jason Pett
Partner, US Internal Audit Services Leader
+1 (410) 659 3380
Connect with Jason on LinkedIn

Internal audit

Today's evolving business environment continues to be impacted by complexity. Given this change in the business environment the expectation of Internal Audit (IA) continues to rise. Management and boards are unlocking the value that a strong, progressive IA function can deliver. IA has the ability to help protect the interests of its stakeholders and help a company defend against a wide range of risks. In many cases we have seen a direct correlation between shareholder value and high performing IA functions. It is critical, now more than ever, that Internal Audit is included as part of a strong risk management capability in order to anticipate and mitigate potential risks. An objective Internal Audit function has never been more valuable, providing management with an added line of defense to meet regulatory requirements, and helping to address current and future risks.

Strategy for business growth
Strategy through execution
Growth & innovation
Robert D. Shelton: PwC
Robert D. Shelton
Managing Director, Global Innovation Leader
+1 (650) 218 3519
Connect with Robert on LinkedIn

Growth & innovation

The extraordinary pace of change in today’s business environment is driving companies to rethink their strategies in fundamental ways. Every leader is planning for growth, but not all will achieve it. How do you translate strategy into action, innovation and results? Consistent growth companies recognize that setting strategy is no longer a top-down process. Instead they set clear, cross-disciplinary objectives; leverage analytics to reduce planning cycle time; and foster innovation in their culture, technologies and metrics.

M&A is one of the quickest paths to creating value
Strategy through execution
Deals
Martyn Curragh: PwC
Martyn Curragh
Principal, US Deals Leader
+1 (646) 471 2622
Connect with Martyn on LinkedIn

Deals

M&A is one of the quickest paths to creating value, but it’s not the surest. Deals are intricate and laden with risk—and tremendous potential. Valuations are complicated by lack of clarity on cash flows, complex accounting rules and tax legislation. Integrations are difficult to execute. So how can you be confident that your deal will deliver on its promise? Successful dealmakers see both the minute details and the big picture. They have a clear and focused M&A strategy, and when it’s time to execute, they consider the value drivers and risks broadly across all aspects of the business.

Social media is transforming business
Strategy through execution
Social media
Sean O'Driscoll: PwC
Sean O'Driscoll
Principal, Social Business Leader
+1 (206) 398 3574
Connect with Sean on LinkedIn

Social media

First, social media transformed how we live. Now it’s transforming the way organizations operate every day. Emerging digital technologies—and the changes they’ve brought about—are so new that many organizations aren’t sure how to use them strategically. But that’s no excuse for being behind the curve. Leading companies integrate mobile-enabled social media into their interactions with all stakeholders, particularly customers and employees. Just as powerfully, they integrate the collaborative power of social technologies into their business processes to become more agile and responsive at every level.

Operational efficiency is key to driving growth
Strategy through execution
Operations
Mark Strom: PwC
Mark Strom
Principal, Global Operations Leader
+1 (714) 803 3497
Connect with Mark on LinkedIn

Operations

Every company’s business model defines how it makes money, but behind that business model is an operating model that marshals assets, partners, technologies, processes and systems to get results. Leading companies look for opportunities for innovation, efficiency and competitive advantage in their operating models—opportunities to offer customers more, serve them better and do so at a lower cost. In other words, operations is a linchpin in creating value and driving growth.


Anthony Alexander,
President & CEO, FirstEnergy Corporation: Growth opportunities and risks (October 5, 2012)
Supply chain as a strategic asset
Strategy through execution
Supply chain
Mike Giguere: PwC
Mike Giguere
Principal, Operations
+1 (617) 803 6377
Connect with Mike on LinkedIn

Supply chain

Shifting, volatile market demand and ever-increasing customer expectations make supply chain management challenging. Add to that sudden resource shortages, natural disasters and political instability, and it’s downright difficult. As a result, organizations are rethinking supply chain performance goals and strategy. Leading companies view their supply chain as a strategic asset. They shun a one-size-fits-all model, align supply chains with customer needs and meet the challenge of an uncertain world with “designed-in” flexibility.

Big data is a new way of doing business
Strategy through execution
Big data
Oliver Halter: PwC
Oliver Halter
Principal, Management Consulting
+1 (708) 738 2139
Connect with Oliver on LinkedIn

Analytics (Big data)

Big data isn’t IT. It’s a new way of doing business driven by data-based decision- making. The concept isn’t new. But the massive enterprise-generated and third-party data sets are new, along with the sophisticated tools to organize, manage and analyze them. Big data can deliver “intelligence at the moment” insights derived from fast-moving data sets that inform split-second strategy decisions, spur innovation, inspire new products and more. Leading companies using big data today start small, with targeted pilot programs to quickly demonstrate effectiveness and focus future investments.

Strategic potential of information technology (IT)
Strategy through execution
Technology
Tom DeGarmo: PwC
Tom DeGarmo
Principal, Technology Consulting Leader
+1 (267) 330 2658
Connect with Tom on LinkedIn

Technology

Companies that understand the strategic potential of information technology integrate it into everything they do. But it’s not always easy. Forward-thinking organizations foster strong relationships between IT leadership and fellow C-suite leaders. They plan so that the right resources are available when it counts, regardless of the industry dynamics. They also choose the right advisor, one that understands their industry and business needs as well as the technology itself.

Sustainability strategies make business leaders
Strategy through execution
Sustainability
Kathy Nieland: PwC
Kathy Nieland
Partner, US Sustainable Business Solutions Leader
+1 (504) 558 8228
Connect with Kathy on LinkedIn

Sustainability

Sustainability is rapidly evolving from a regulatory and transparency issue to a market-driven strategic priority. In response, business leaders and investors want to see more business value generated from corporate sustainability initiatives of all kinds. Companies recognized as leaders use their sustainability strategies to increase revenue and market share through new responsible products, while reducing operating costs and risks through more efficient use of resources. They’re also strengthening their reputation and brand value while using their commitment to a sustainable future to attract and retain talent.

Addressing today's challenges

Global economic pressures. Political upheaval. Talent challenges. Innovation mandates. Expectations are that organizations do more with less, and then do some more. This is the environment you compete in, and this is the world we live in. Our advisory capabilities are constantly evolving to give you a competitive advantage. Learn more below.