challenge.
PwC was rolling out a global rebrand and launching a new era for Client Experience (CX), aiming to differentiate through impactful, value-driven interactions at every moment across the client journey.
VML The Cocktail was brought in to drive development and rollout across 6 interlinking workstreams, including programme governance, moments that matter and signature experiences, with particular emphasis on creating global assets for cascading to territories.
But one critical element kept getting pushed to the bottom of the agenda: stakeholder management. PwC needed to ensure territories would actually adopt the assets being created and provide feedback to improve them year-over-year.
The brief was tactical: develop a feedback and incentivisation programme to drive adoption. But the real challenge was strategic: how do you design a system that makes people want to use what you're giving them, not because they have to, but because it serves their needs?
role.
I owned the development of the user adoption workstream, responsible for designing a feedback and incentivisation framework that would bridge the gap between global marketing and territory teams.
User-centred design thinking is a passion of mine, particularly after having undergone in-depth training in Design for Sustainability, so rather than defaulting to the typical approach- create a survey, send some reminders, I pushed for a user-centric approach. I knew that territory adoption of global assets wasn’t just a communication project, it was a design problem.
With that in mind, I created a comprehensive feedback and incentivisation roadmap that set out detailed stages for the rollout of compounding structures. Crucially, I based my work on the structures and practices already integral to PwC’s ways of working, before building out more innovative offerings.
In particular, I focused on creating a Territory Advocates network- leaders from each territory who would act as the voice of their local needs, in an effort to embed user-centricity into feedback and incentivisation processes. These advocates wouldn't just report back, they'd shape what global was creating in the first place. I designed the programme to show that CX isn't just about rolling out assets. It's about building relationships, understanding needs, and creating systems that serve users.
result.
My work on this roadmap has shown the value of championing CX beyond just the rollout out of assets, and our team has now been asked to put together an operating model and value case for the development of a dedicated long-term CX function at PwC.
The Territory Advocates is being launched as a ‘speedboat’ initiative to prove the value of such a team, and I am managing a junior member of the team as I lead the development and execution of this new workstream.