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Technical specialist to business advisor – a professional services perspective

18 April 2012. Technical specialist to business advisor – a professional services perspective. Corporate Research Forum Julia Jameson – Director, Talent & Organisational Change. 1.0. Ernst & Young. What do we do?. Our global mindset and structure. US. Advisory. Assurance. Americas

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Technical specialist to business advisor – a professional services perspective

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  1. 18 April 2012 Technical specialist to business advisor – a professional services perspective Corporate Research Forum Julia Jameson – Director, Talent & Organisational Change

  2. 1.0 Ernst & Young What do we do? Our global mindset and structure US Advisory Assurance Americas $9 bn 45,000 people EMEIA $10 bn, 73,000 people Asia-Pacific $4 bn, 34,000 people Transactions Tax Global FY11 US $23bn fees 152,000 people 140 countries grouped into 29 Sub-Areas 82% of the Fortune Global 500 are Ernst & Young clients

  3. The career model is ‘up or out’, ‘grow or go’ ---------------------------------------+12 AGE APPROX. EXPERIENCE 33 ------------------------+7 - 10 28 - 33 -------------------+5 26 24 ---------+3 21 -0

  4. Building breadth over time I T V

  5. Evolution of the ‘client-advisor’ relationship Breadth of business issues Depth of personal relationship (David Maister – ‘Trusted Business Advisor’)

  6. Our global leadership model

  7. Partner versus Executive Director

  8. Our development philosophy - EYU Ernst & Young and You Our global career development framework that provides our people with the right learning, experiences and coaching to achieve their potential

  9. The business case for a global partner pipeline program We want to… • accelerate the development of our potential partners • increase the global consistency, quality and visibility of our new partners • enhance integration across our business • align partner supply & demand ..so Global NextGen graduates will be… • more market and client focused • more connected across Ernst & Young • better able to inspire and coach others • more global in their thinking, and value diverse perspectives • better prepared for partnership

  10. Elements of Global NextGen Experiences • Business leadership challenge • Account leadership challenge • People leadership challenge • Stretch work experiences Coaching • Executive dimensions 360 feedback • One to one mentoring • BLC: team and communications coaching • ALC: partner and business development coaching • PLC: partner and people team coaching Learning • Annual meeting • Communication and impact master class • Markets curriculum – relationship and account development • Virtual People Leadership learning • Self-service leadership learning via Harvard portal

  11. In summary What levers have we pulled? What’s changed in recent years? • Pressure on business cases for partnership admission • Focus on the sales pipeline • Tougher individual performance management • More measurement and control • Re-definition of Executive Director role – now globally consistent Building breadth early via experiences, coaching and learning Experiences: • Cross-service line working • Cross-border working • Formal mobility programs Learning: • Firm-wide learning, with special focus on Market Leadership and People Leadership • Milestone events • Global NextGen Coaching: • Mentoring • On-the-job coaching

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