Answer case study question without plagiarism. Case I Learning in Practice Price
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Answer case study question without plagiarism.
Case I Learning in Practice PricewaterhouseCoopers Tests Partners by Sending Them to Work in Poor Nations sity sch pers (Pwc), a 2011 inductee part because of the commitment the firm made to curnculum into a blended the firm's values. Says global managing partner op 10 Hall of Fame has them and in part because of their new vision of includes formal education, Willem Bröcker "We get better partners from this into Training magazine's I that informal learning, and technology-based programs e The Ulysses Program is PwC's answer to one anything of the biggest challenges confronting professional esercise Accounting and consulting giant PwC tapped part ner Tahir Ayub for a consulting gig unlike he had done before. His job: helping ers in the Namibian outback grapple com munity's growing AIDS crisis. Faced services with their com and-coming leaders who can find unconventional with language answers to intractable problems. By tradition and ne- cessity, new PwC leaders are nurtured from within gilage lead services companies: identifying and training u barriers, cultural differences, and scant access to electricity, Ayub, thirty-nine, and two colleagues had But with thousands of partners, identifying those with the necessary business savvy and relationship- skills isn't easy. Just as the program gives scrap their Microsoft PowerPoint presentations in favor of a lower-tech approach: face-to-face discus- building n. The village chiets learned that they needed to partners a new view of PwC. it also gives PwC a new gamer community support for programs to combat view of them, particularly their ability to hold up the disease, and Ayub learned an important lesson as under pressure well: Technology isn't always the answer. "You bet For mid-career partners who were weaned on er put your beliefs and biases to one side and figure e-mail and the Blackberry this was no walk in th out new ways to look at things." he said park. They had become accustomed to a world of Ayub may never encounter as extreme a cultural wireless phones, sleek offices, and Chinese takeout sconnect at PwC as he did in Namibia. But for the so the rigors of the developing world came as quite next generation of partners, overcoming barriers and a shock. One mergers and acquisitions expert from forging a connection with clients the world over will PwC's Boston office, who had never been to a de be a crucial part of their jobs. It's those skills that PwC veloping country before his stint in Belize, where he hopes to foster in partners who take part in the Ulysses encountered dirt-floored houses, sick children, and Program, which sends top mid-career talent to the de grinding poverty veloping world for eight-week service projects. For a For more than 15 years, companies have used fairly modest investment-S15.000 per person, plus social-responsibility initiatives to develop leaders salaries-Ulysses both tests the talent and expands the But PwC takes the concept to a new level. Partici worldview of the accounting firm's future leaders. pants spend eight weeks in developing countries While results are hard to quantify, PwC is con- lending their business skills to local aid groups, from inced that the program works. All two dozen grad- an ecotourism collective in Belize to small organic uates are still working at the company. Half of them farmers in Zambia to AIDS groups in Namibia. ve been promoted, and most have new respon- Ulysses also presents participants with the challenge sibilities. Just as important, all twenty-four people of collaborating across cultures with local clients, say they have a stronger commitment to PwC-in as well as with PwC colleagues from other global haExplanation / Answer
Answer-1) Various challenges faced by PwC which motivated it to develop Ulysses Program. Overcoming the barriers and making connections with the clients needed to be generated and for that skills to be generated and for that skill need to be fostered in the he partners for the program,which wikl send top mid-career talent to the developning world for eight-week service project. This program will tewts the talent and expand the worldview of the accounting firm's future leaders.
Answer-2) Yes, Ulysses Program contributed to the PwC business beacuse, it helped to foster the partners who take part in the Ulysses Program, also it invested a fair investment of $ 15,000 per person, plus salaries, which leaded to the worldview of the accounting firms's future leader.
Answer-3) Ulysses Program was effective beacuse it paired with partner from Mexico and Netherland. PwC also gets interns involved in poor nation to improve their leadership skills and motivated them. Beyond the accounting part, Ulysses helps preparing participants for challenges that go beyond the strict confines of accounting or consulting and instills values such as community involvement that are fundamental to its corporate culture. I would say the Program helped a lot in making many clients as well as in making money.
Answer-4) Compared to the traditional ways of training leaders such as formal cources like MBA, Ulysses Program is far better and practical and new because it deals with the partners and clients face to face. It helped in increasing skills which helped a lot and it also marked with the increase in money also. But due to face to face interaction it kills the time sometime in some cases which would be the disadvantage,I think.
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