brought in to help on tax projects or
others that historically had nothing to
do with design. Not only does it help
PwC help differentiate itself, but it’s
helping make sure the projects we’re
putting in place will be implemented.
It’s the human element—something
designers are inherently good at—
that helps serve the client. Internally,
we’re focused on trying to get the non-designers thinking a little differently
so they’re not always approaching
the project from the same angle.
Consulting: How have clients reacted
to the offering?
Morales: In the beginning we had to
convince some that we hadn’t just
taken traditional consultants and
tried to turn them into designers.
We had to show them that this was
a completely new offering and
new approach. Traditionally, these
clients would use consultants for the
strategy and then go to an ad agency
or a design firm for the execution.
That often led to a disconnect in the
project. We now work with clients
on this end-to-end model and they’re
more appreciative of the continuation
of thought from the idea stage to
getting the finished product into
someone’s hands. There’s nothing
lost in translation anymore.
Consulting: Do you think design
should be more prevalent in business?
Morales: I think it’s a big missed
opportunity for a lot of companies.
I think design creates a natural
tension to running a business from
a strategic perspective. But if you’re
not balancing out those strategic
decisions with the other side, the
people side, it’s going to fail. I think
it’s a big gap in a lot of organizations.
Consulting: Can you talk a little bit
more about the Experience Center in
terms of its size, scope and growth?
Morales: I can’t say much about the
revenue growth, but I can tell you
that we have over 4,000 people in
over 32 different Experience Centers
around the world. It’s grown both
organically and through acquisition
and it will surely continue to grow.