Miners – College Essay Example

for improvement, with a specific focus on community affairs.

Despite their high expectations, the individuals were greatly let down when they couldn't find a vision and values statement for the organization. To bring about change, they decided to write a ten page paper called 'NewCo Values and NewCo's Value'. This paper proposed an unlikely idea: after the merger, PwC would not only measure its business success through financial goals but also by its impact on society and the global environment. This concept would apply to both the company itself and its clients (Jick T. D and Peiperl M. A 2003, pg-419).

The objective of the proposal was to create a business ethics practice that is economically viable, socially accountable, and environmentally sustainable within the organization. It also aimed to extend these principles to clients. PwC took on the responsibility for various stakeholders globally, including partners, staff, clients, suppliers, and local communities. The desired results of this plan encompass boosting PwC's long-term value, minimizing regulatory consequences, and improving operational and financial effectiveness while fostering sustainability.

According to Jick T. D and Peiperl M. A (2003), the idea of sustainability, also known as the "Triple Bottom Line," encompasses economic, social, and environmental factors. However, executives faced difficulties in taking concrete action despite their genuine interest. Progress was hindered by a lack of initiative and absence of specific proposals. Additionally, PwC's well-established organizational culture posed a challenge as executives were hesitant to embrace change due to the company's longstanding stability. Ultimately, it was not feasible to implement the radical ideas suggested by Jick T. D and Peiperl M. A.

Various approaches were tried to find a

way to achieve it. PwC executive 'sponsor' Jermyn Brooks suggested using Networking through AIESEC as a solution. He proposed that one of his employees work together with Middleburg and Shaw on sustainability initiatives. Eventually, the team became part of the company's strategy group, focusing specifically on Sustainability. To succeed in these circumstances, personal attributes, attitudes, and qualities are crucial.

Therefore, Fabio Sgaragli, who previously held the position of national president of AIESEC Italy and had collaborated with Shaw at AIESEC international in Brussels, was selected for his exceptional talent and visionary mindset. However, the company sought to implement a new strategy that required dedication and persistence from its members. Additionally, it was essential for the members to demonstrate enthusiasm, creativity, and ambition in order to achieve their goals.

Networking played a crucial role in conveying the efficacy of the new strategy to all stakeholders, as stated by Jick T. D and Peiperl M. A (2003). All team members possessed extensive strategic management expertise from their previous managerial roles in various organizations. This knowledge enabled them to recognize the importance of developing a strategy that harmonized with the company's vision, objectives, and goals.

PwC is a large company, surpassing expectations after being selected. Communication and authorization for implementing a new strategy proved challenging initially, requiring excellent communication skills and teamwork. Despite the difficulties, Shaw and his colleagues worked tirelessly together, supporting each other through tough times.

This collaboration became one of their greatest strengths in the future. Despite working tirelessly day and night, the trio couldn't implement the new strategy. However, they didn't lose their motivation and continued working. Their creativity helped

them discover the key connection to achieve their goal and ultimately apply the concept not only in PwC, but also in other major organizations around the world. Thus, personal characteristics, attitudes, qualities, teamwork, and motivation are all crucial factors for success.

Shaw and his colleagues were highly effective in their work. They showed great dedication and hard work in order to reach their goals, receiving assistance and motivation from their colleagues. Recognizing the importance of having a senior executive, they understood that success would require their full commitment. With nothing to lose, they were willing to take the risk of failure in pursuit of their vision" (Jick T.).

According to D and Peiperl (2003, pg- 365), this clearly demonstrates the effectiveness of Shaw and his colleagues. Another contributing factor to their effectiveness is their knowledge, hard work, and the recruitment of experienced worker Fabio Sgaragli, who previously served as the national president of AIESEC Italy and worked with Shaw at AIESEC international in Brussels. Additionally, Sgaragli is highly talented and a true visionary.

Shaw and Middlegburg collaborated in order to make improvements, particularly in community areas. They presented a 10-page proposal to Bell, suggesting that after the merger, PWC should measure its business success not only based on financial goals but also on its impact on society and the global environment. They also encouraged clients to adopt the same values. In addition, they employed the "10 commandments of Entrepreneurship" (Jick T. D and Peiperl M. A 2003, pg- 418), which are as follows:
1. Arrive at work every day prepared to be fired.
2. Disregard any directives that aim to hinder your dream.
3. Take on any

necessary tasks to ensure the success of your project, regardless of your job description.
4. Seek assistance from others to aid you.
5. Trust your instincts when selecting work partners and only collaborate with the best.
6. Keep a low profile for as long as possible; public attention triggers corporate resistance.
7. Only place bets on races in which you are a participant.
8. Remember: it is simpler to ask for forgiveness rather than permission.
9. Remain true to your goals but be realistic about the methods used to achieve them.
10. Acknowledge and show gratitude towards your sponsors.

Finally, it can be said that their teamwork was excellent. They always focused on "making things happen" and had a shared understanding. Middelburg was a powerful communicator, Fabio was the campaign strategist, and Shaw was responsible for developing models and theories. They equally contributed and were always prepared with copies of proposals. In conclusion, Shaw and his colleagues faced challenges in their company but worked diligently to make significant changes. They employed experienced workers for their project to improve the organization.

This case study focused on the main theories of personal leadership in implementing change. It addressed various issues, such as challenges, teamwork (which was highly organized), personal growth, and gratification. Ultimately, the goal and success were achieved, and not only did PwC adopt the strategy, but other international companies also implemented it. Reference: • Jick T. D and Peiperl M. A 2003, Managing Changes, Cases and Concepts, 2nd edition, McGraw-Hill Higher Education, Sydney. [pic]