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Proactively Adapt - PwC's Adaptive Capacity Building Strategy

Over 165 years of establishment and development, PwC has successfully built a reputation for quality service and is considered one of the most ideal places to work. However, to continue to make a difference and meet the needs of our customers in today's digital age, PwC is constantly working to raise its standards. This includes expanding the business, reducing manual work, increasing the use of data, delivering a higher quality customer experience through effective technology and cost control.

With PwC's continued growth comes an increase in operating costs and technology-related frustrations from the company's own personnel. Since then, PwC understands that, without the right change, they will not be able to compete with their competitors, achieve their financial goals and ensure the benefits for their customers and employees.

Faced with new challenges, PwC decided to undertake a complete digital transformation, transforming the company from within and providing a more flexible, cost-effective and automated way of working. Instead of perpetuating inefficiencies, PwC has focused its resources on technology and strategy to invest in experiences that drive its business. This digital transformation requires a focus on shared values and purpose, ensuring that PwC's people and culture remain at the heart of the process. The company recognizes that the transformation journey will be a collective effort, so that even in more difficult times the company can overcome challenges with strength, resilience and flexibility.

What drives businesses to build adaptive capacity?

Usually, when it comes to the transformation of a company, there are many factors that come into play. In the case of PwC, an effective combination of factors all contributed to the successful transition. These issues may be common to most companies, but PwC acted promptly so they are now reaping the rewards of that decision.

One of the important factors that can be mentioned is leadership change. In 2016, PwC launched a new strategic direction, initiating a positive transformation. At the same time, the company also faces pressure to maintain profitability in the context of constantly increasing costs. Now, a change in the way the company operates has become a “necessary condition” for achieving its development goals.

In addition, PwC also sees the importance of employee transformation. They want the opportunity to develop new skills and advance their careers, but face numerous obstacles from outdated technology and processes. To increase labor productivity, PwC has supported and encouraged employees to work more efficiently and smarter, more automated.

Overall, PwC's digital transformation is driven by many factors, each of which contributes to each change in demand. By confronting and addressing these factors directly, PwC is a step ahead more efficient, better equipped, and ready to conquer the future.

PwC has clearly recognized the need to simplify business, and therefore has an investment strategy focused on areas that will make the company ready for the future. They have prioritized automation to eliminate the inadequacies associated with trading, as well as introducing new intranet systems and smart assistants. The assistant integrates with other apps to help employees work faster, save time on important tasks, and help PwC reinvest in the transition.

PwC relentlessly pursues the goal of developing breakthrough technology solutions that help the company stand out from the competition, while driving business digitalisation. PwC has had the right strategy from the very beginning when it comes to standardizing and optimizing flexible, easily pivoting, market-sensitive processes, creating an industry-leading logistics system. These processes help PwC respond quickly to business needs, providing more useful insights while reducing shipping costs.

PwC has always been about identifying weaknesses and eliminating them, while strategically reinvesting in areas that are right for the future. By leveraging technology and adopting standardized processes, PwC has improved efficiency, deepened customer understanding, and reduced operational costs. This is the secret to helping PwC deliver outstanding value to customers and continuously lead the industry.

PwC understands that the way people work is constantly changing, and it's vital to build a culture of lifelong learning that aligns with your organization's goals, values and objectives. To this end, PwC focuses on innovating the way its teams learn and adapt, with immediate application of new training skills and knowledge being a priority. PwC aspires to inspire the team to challenge themselves and make learning a habit.

PwC sought to effectively leverage the collected data to provide better insights. Therefore, while there are standardized processes in the leadership mindset, the company still makes the process more customizable, allowing employees to set up automation tools for their own work. . By allowing employees to create their own automation solutions, PwC has completely transformed the team work experience and fostered a culture of innovation across the enterprise.

In short, PwC has focused on developing a culture of unlimited learning, while giving back "tools" to employees by allowing employees to create their own automation solutions to serve their work. myself better. With this move, PwC becomes ready to flexibly adapt to ever-changing working trends, while delivering even more great value to customers.

Results from PwC's agile adaptive capacity building strategy

PwC has implemented a series of important changes in the organization, resulting in cost savings, increased job satisfaction and productivity for human resources. By simplifying business operations, automating “standard” processes, the company has saved millions of dollars in operating costs and improved the skills of its staff. By eliminating more than 50 cumbersome processes at Business Services, PwC has optimized time and budget. Automation and data analysis support more accurate decisions, helping businesses shorten the time to complete contracts by up to 80%. In fiscal year 2019 alone, PwC saved a total of nearly 160,000 hours through the application of automation in many of the company's Internal Services functions such as administrative support, control operations, and services. General HR.

Not only that, PwC also focuses on investing in the team and developing skills, bringing about a change in corporate culture through the expansion of online training programs. Now, positions and roles that do not exist or need to be recruited from outside can be filled by PwC's internal staff. As a result, the company becomes more flexible, focuses on common goals and develops people-oriented as its core. Currently, PwC is proud to be an "example" in cost control that many other businesses admire and follow, and also a "model" in significantly improving the quality of Business Services. through process automation.

1C:Document Management - Digital Office solution to help businesses build strong adaptive capacity

The race to optimal productivity and maximum efficiency of businesses is difficult but not necessarily full of thorns. Instead, businesses can move more easily than standardized internal work processes to create a strong foundation, reduce errors and increase work efficiency. With the constant volatility and change of the market, standardizing the process from the beginning is a wise strategy that businesses should implement as soon as possible.

Next, apply automation technology to reduce time and effort on repetitive, manual tasks, and help employees focus on more valuable tasks. Investing in training and skills development for employees is also important, helping them access new knowledge and maximize their capabilities at work. Let's build a positive working environment, facilitate creativity and innovation, and enhance communication and cooperation between departments in the company.

Establish performance metrics and conduct periodic reviews to ensure that performance and productivity goals are tracked and continuously improved. Finally, define specific development goals and action plans, helping employees have a clear direction at work and focus on completing important tasks.

When applying the above strategies simultaneously, businesses will achieve optimal productivity and efficiency, while ensuring sustainable development and providing higher value for customers. 1C:Document Management is a "digital office" solution for businesses, "growing up" with businesses, helping businesses standardize internal processes, while automating standard processes and customizing flexible processes. active throughout development. 1C:Document Management accompanies businesses to break down barriers to work, connect process breaks, and promote sustainable growth.

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