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Olympus Programme

Olympus Programme. LoS Leadership Presentation 07/02/2011. Olympus Programme - Meeting Agenda. Proposition – overall plan Delivery Model Resource Cost. Background. The agreed CEE Business Skills curriculum...... .....................maps well to identified skills gaps. Business Skills

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Olympus Programme

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  1. Olympus Programme LoS Leadership Presentation 07/02/2011

  2. Olympus Programme - Meeting Agenda • Proposition – overall plan • Delivery Model • Resource • Cost

  3. Background

  4. The agreed CEE Business Skills curriculum...........................maps well to identified skills gaps Business Skills Priorities FY2011 Global People Survey Results Develop Self & Others Through Coaching Lead & Contribute to Team Success Sales and Relationship Management Partners and Directors Panels Broaden Business Knowledge Communicate with Impact and Empathy Upward Feedback Markets and People Strategies Lines of Service Territories

  5. Olympus Programme – Proposal and Design Principles • A 4 year programme from New Manager onwards to be in line with CEE strategy and PwC Experience and replacing New Manager milestone events • Designed to be distinctive and capable of being used for marketing and branding purposes • Business focused, relevant and measurable in business terms with strong ability to track progress and link to other processes – eg performance management and promotions • Directly addresses the skill gaps identified by the business with a combination of selling skills, relationship building and business knowledge– including developing greater depth of XLoS knowledge about PwC itself • Year one to be delivered over 4 days either in Hubs or one pan-regional event with 70/20 on-going evaluation from the business • Years 2-3 mandatory business skills/business knowledge within territory • Year 4 learning capped with a graduation event in Hubs • Leverages best in class Learning Technologies and experience of Tax, Assurance and Advisory Academies • Maximises re-use of Global, Cluster and Regional resources with optimum return on investment • Provide networking opportunities and exposure to senior partners and involves the Business directly through consultation, delivery, on-going learning and evaluation

  6. We are driving multiple workstreams in parallel Jan Feb Mar Apr May Jun Delivery model Define options. SG to propose. Board to ratify. Draft schedule. Search venues. Book venues Book trainers Briefing Meeting with external trainers Check readiness Delivery resources Assess need. Confirm internal training capability. Agree nominations from Business. Explore Plan B’s. TTT Poland TTT Czech TTT Russia TTT Other Content, curriculum & tracking Agree core modules and electives. Agree 70/20. Identify overlaps. Start materials prep Agree tracking Prep materials-new Branding etc Load in to LMS. Identify coaches & Sign-off partners. Tel conf/Centra with all coaches Brief Partners Marketing and comms Engage Territories. Draft campaign. Branding created. Agree campaign Draft comms. Update Intranet. Launch comms to Region. Budget and financial management Finalise needs. Plug into 11/12 plans. Draft evaluation strategy.

  7. Delivery model Olympus - A 4 year programme for New Managers achievable with 4 days annually saving approx 2 day p.a. from current Milestone and BAU events Elective examples – delivery TBD (eg e-Learning, Webex, Local workshops/Academies): Marketing Financial statements Supply Chain Management Quality Issues and Models Performance Management • * Replaces New Manager Milestone event (with added content) • ** Potentially replaces Senior Manager Milestone event

  8. Delivery model Base Camp - Preparation for the climb to the summit. • One regional kick-off event- 300 people • Venue - Corinthia Towers Hotel & Conference Centre, Prague. October/November 2011 • 4 days divided into: • Introduction session, • business skills and business knowledge training, • evening action learning group sessions. • ‘mile-stone’ information for new managers ie Risk Management • The group divided into 6 streams and sessions matrixed over 4 days • Facilitation resource: • Business Knowledge trainers • Business Skills facilitators • ALG facilitators • Recognition dinner

  9. Delivery model 70/20 - On-going learning pathways • Each territory to have a designated Olympus sponsor or Guide-possibly a director or junior partner, responsible for driving on-going learning and assessment • Assessments (70/20) carried out by the Guide or a senior person who has been coached-ie in larger territories one Guide and several coaches. • Guides given training as to their responsibilities (webcast) and provided with written support materials • Guides from larger territories to attend Base-Camp as ALG/discussion facilitators • Pilot – In 2/3 key territories Guides to run additional quarterly business knowledge discussion groups- Territory L&D to help facilitate. Materials provided by Olympus Project Team. • Emphasis on the learner taking responsibility for completing their assessments • Following ‘Base-Camp” (Q1) all delegates will be provided with a learning journal detailing their on-going learning pathway (70/20) – eg: • Business Skills-Sales & Relationship Management - Q2 • 3 assessed customer engagements • Reflective practice report (500 words) • Business Knowledge – Project Management - Q3 • To be involved in the planning and execution of a business related project • Report, defining how the project management methodology was used and the outcome of the project (500 words) • Market Analysis - Q4 • Using the model a 500 word report on analysis of the local markets • Reports discussed in groups with Olympus Guide at the end of each quarter • End of FY PC&D discussion (June/July) and sign-off with Guide and LoS performance coach

  10. Delivery resources We will build and/or buy delivery capability as we actively manage a development process to achieve self-sufficiency within 2-3 years • In addition: • Trusted Business Adviser e-learning modules on offer from Canada • ‘Open book ‘ access to business and PM curricula in UK • New technologies being leveraged with videos, webcasts, virtual classroom and mobile learning • As of now, we do not have sufficient delivery capacity for this new programme or the broader SM/Director curriculum • We are aiming to minimise external reliance and cash outflow through: • Maximising available L&D trainers in CEE and elsewhere • Recruiting volunteers from the business in CEE (key talent opportunity) • Borrowing trainers from: • PwC Business Academies • PwC People and Change practices • PwC Ireland client facing training group • We estimate annual trainer needs require a pool of 36 trainers annually and TtT investment required in year 1 at approx 20,000 euros (payback when avoid approx 12 external trainer days)

  11. Content, curriculum & tracking The programme will be driven and tracked on a Regional basis via LMS including non-classroom activities (70/20/10) directed and captured through the learning journals • Our new LMS (Cornerstone) will make it easier to track and monitor traditional and non-traditional learning interventions within a pre-set curriculum framework including sequencing and dependencies: • This will enable us to operate effective monitoring and discipline with robust input into promotion decisions • Completion of a pre-determined set of 70/20/10 activities will result in an internal certificate being awarded PwC ‘Olympus’ Business Certificate = Elective examples – delivery TBD workshops/Academies): Marketing Financial statements Supply Chain Management Quality Issues and Models Performance Management + Learning Journal assignments and assessments

  12. Marketing and comms We are linking in with Mike Bolan to ensure that our communications strategy is as powerful as possible • Target Audience – New Managers: • Retention of talent becomes a problem from SC/AM • There is a major change of responsibility in the manager role in relation to managing teams and client engagement • The majority of technical training has been completed freeing-up time to concentrate on broadening business knowledge and developing appropriate inter-personal skills • There is evidence that many staff at more senior grades do not demonstrate the business knowledge and client and people related behaviours required to achieve our CEE 2016 strategy – “to be number 1” • 1st July - start of communication with a joint message from Mike Kubena and Regional LoS to CMPs, Country LoS leaders and HC leaders: • Clarifying the rationale for the multi-year programme for new Managers (Olympus) and the core curricula for Senior Managers, Directors and Partners • Championing the benefits of Olympus and establishing links to PwC Experience our growth strategy, performance management and promotions • Launch communications will be reinforced and sustained via CEE and country Intranet(s) and LMS portal to clarify: • Who is eligible and how to access, complete etc • The integrated roles of Region and Territories • The role of local leaders, partners, managers and coaches • Branding and marketing need to reinforce the cutting edge nature of this CEE programme in the global context and entice participation

  13. Budget and financial management We need to ensure that budgets are set at appropriate levels and this needs be communicated as a top priority in Regional and Territory funding for 2011/12

  14. Benefits summary for our recommended approach • Directly supports PwC CEE strategy, PwC Experience and recognised skills gaps • Senior Managers will ultimately be stronger at: • Holding effective business conversations • Sustaining deep client relationships • Building high performing teams • Selling higher value X-LoS solutions • Supports early X-LoS networking opportunities through hubs, thereby: • Avoiding high costs of a completely Regional based programme • Minimising isolation of smaller territories • Leverages existing curriculum and content and encourages economic use of Trainers, Partners and Leaders • Provides powerful vehicle for Coaching relationships via the 70/20 Learning Journal and dialogue

  15. Appendices

  16. Delivery model How do we sustain our commitment and individual accountability

  17. SM, Director and Partner track Regional and Territory L&D teams are collaborating to operationalise the curriculum for existing Senior Managers and Directors. The Partner curricula are aligned with Cluster and driven Regionally Partner content taken from Cluster Partner curriculum Senior Manager/Director courses created from agreed Regional core curriculum

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