{"id":786,"date":"2014-06-05T09:37:00","date_gmt":"2014-06-05T09:37:00","guid":{"rendered":"https:\/\/ulricrudebeck.com\/?page_id=786"},"modified":"2014-10-15T19:15:14","modified_gmt":"2014-10-15T19:15:14","slug":"pwc","status":"publish","type":"page","link":"https:\/\/ulricrudebeck.com\/en\/case-2\/pwc\/","title":{"rendered":"PwC"},"content":{"rendered":"

PwC<\/h1>\n

Unit:<\/strong>
\nPwC Ireland<\/p>\n

 <\/p>\n

Goal:<\/strong>
\nCreate focus on the ability of the organisation to work across traditional borders within the area of audit. To re-fuse feeling with the employees of a company in Ireland with a history, pride and culture on order to achieve results.<\/p>\n

 <\/p>\n

Assignment:<\/strong>
\nTo formulate and manage a day for all employees, totalling about 650, in which they use interactive dialogue to formulate plans and concrete measures both for the company as a whole and for their respective parts of it.<\/p>\n

 <\/p>\n

Effective consultancy\u00a0investment:<\/strong><\/strong>
\n2 days<\/p>\n

 <\/p>\n

Time with the client:<\/strong>
\nNo particular time in excess of being present with consultant, which was included in normal line work<\/p>\n

 <\/p>\n

Result:<\/strong>
\n300 separate \u201cdiscussions\u201d on the values and future of the company. Sketches for concrete plans for measures for all units. Follow-up of consequences for the Partner Group to achieve effect.<\/p>\n


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