through the process of defining what these new
technologies are—cloud, operational technology,
the internet of things—but also going through
the process of deciding the implications for their
business. It’s not just about revenues, but also
how the entire operation will work. So, it’s not
just about how you will make money, but also
how you will spend money. I spend a lot of time
speaking to executives about this.
CONSULTING: WHERE DO YOU SEE THE
OPPORTUNITIES BY CLIENT INDUSTRY?
KANDE: Basically, it comes down to where
you see the biggest collisions between the old
world and new world. For instance, Financial
Services has massive opportunity right now in
everything related to fin-tech. You have retail-tech and health-tech… areas where you have
massive collision between technology and
data. It’s changing the way people work. It’s
fundamentally changing the way people sell
and what people do. And technology is driving
this change. It’s bringing about a revolution.
For us, another huge opportunity is around this
“technology industrial revolution” because
everyone is going to be impacted. One reason
is that we’re undergoing this disruption in
the marketplace, but the other is around the
expectations of the new labor force. As we know,
the next generation is more connected. This is
“The Perfect Storm” for us. There is a massive
opportunity here because of this disruption
caused by technology.
CONSULTING: SO, WHAT ARE YOUR
FORECASTS FOR THE FUTURE OF ADVISORY?
KANDE: I don’t see us slowing down at all.
And I think, we’re really just getting started.
Because of the way we’re set up that I described
earlier with the U.S., Japan, China and Mexico,
just imagine the potential of taking big
companies we work with here and helping them
in Japan and China. The two most significant
destinations for foreign-direct investment from
the U.S. happen to be China and Japan, and
vice versa. That’s why I say we’re just getting
started. It’s not the most effective way for us to
organize this way. The most efficient way would
be to organize around geographic boundaries,
but we’ve opted to organize around economic
clusters because it’s more effective for clients
for us to be organized this way.
CONSULTING: HOW IS THE FIRM GEARING
UP FROM A TALENT PERSPECTIVE?
KANDE: We have a lot of the skills and
capabilities we need spread around the
organization so we’re bringing them together
to deliver value for our clients. So, one talent
challenge is an internal challenge. And that’s my
job. Bringing the right people and capabilities
together to better serve clients is a big part of
what I do day-to-day. Some of our competitors
have a lot of these skillsets too, but it’s how you
go to market, how you put those skill sets in front
of the client that matters. We are a partnership
so anyone’s success is all of our success. That
enhances or ability to work across departments
and eliminate any of the friction internally that
a lot of companies have. That’s a big advantage.
The way we work; the culture we have; the
fact that we are a partnership; these are all key
differentiators for us. The second part is bringing
that talent into the firm. PwC is a great destination
for talent, and we’ve brought in a lot of great
talent through our acquisitions. I joined the firm
five years ago as part of the PRTM acquisition
and I’m loving it. I’m proof that it works. The
best decision PRTM ever made was to come to
PwC. When you come to work at PwC every
morning you don’t have to watch your back.
That’s not true of every firm. We truly collaborate
and work together like nowhere else, I believe.
And whey we can show a client that collaboration
and how we bring all the top talent together from
various parts of the organization to solve a client’s
problem… you have that client for life. Period.