How can you ensure your customer experience investments are driving impact for your customers and your business? CX is one of the most critical investments a company can make, yet knowing where to focus that investment and how to hold it accountable to delivering for your business is a challenge. As the number and complexity of customer touch points grow, even the most sophisticated organisations struggle to evaluate and deliver successful CX.

1. Powered by
What’s Next:
CX investments that drive
impact for your customers
and your business

2. Welcome
Kristin Youngling
Group Director, Data Strategy
Ogilvy USA
Dayoán Daumont
Consulting Partner, EMEA
Ogilvy Consulting

3. Tell us
where you
are dialing
in from!
What’s the weather
like in your city?

4. Do you
want this
deck?
It will be available for download
shortly after the webinar on:
slideshare.net/socialogilvy
And the recording up on

5. I want everyone to walk away feeling armed
to champion smart customer experience
(CX) transformation efforts that deliver real
impact for your teams, customers and
organizations.
My goal today

6. 1 2
Guidelines and real-life
success stories for using data
to support stronger CX
Today’s topics
Fundamentals of
Successful CX
Steps for ensuring CX initiatives
are meeting customer needs and
delivering on business value
A framework for
holding CX accountable

7. Fundamentals of
successful CX and
real-life success
stories

8. 1. Be truly customer centric
2. Marry customer and business needs
3. Holistic vs. fragmented CX
4. Be able to evolve and adapt
5. Demonstrate impact

9. Content
Technology
Design
AnalyticsProduct
Marketing
Business Goals
SEO
Be customer
centric!
Know your customers and establish a
culture that is committed to solving
their problems and meeting their
needs.
YOUR
CUSTOMER
1

10. Know your
customer
A DATA-DRIVEN EXERCISE
1
2
3
There is no substitute for talking directly to
your customers. Conduct interviews,
observe them, solicit feedback, keep them
engaged.
Talk to them (qualitative)
In today’s world, we generate data with
nearly everything we do. Tap into existing
data to observe your customers’ behaviors
at scale.
Tap into data (quantitative)
Bringing qualitative and quantitative data
together helps us build more complete
customer profiles, more thoroughly explore
behaviors and understand how they
attempt to solve problems.
Map their journey (qual + quant)

11. A holistic understanding of
customer behavior can only
happen when we use multiple
methods of data collection.
ABILITY TO GAIN A HOLISTIC
PICTURE OF YOUR CUSTOMER
QUANTITATIVE QUALITATIVE
BEHAVIORAL (DO)
ATTITUDINAL (SAY)
DATA INSIGHTS
Quantitative data tells
you WHAT is or isn’t
happening.
Qualitative data helps
you understand WHY
it is or isn’t happening.
DATA INSIGHTS
DATA INSIGHTS
DATA INSIGHTS

12. CASESTUDY—USINGDATATOUNDERSTANDYOURCUSTOMER

13. Later that day Two weeks later One month later 3 hours laterThe next day
“I am so frustrated that I am left to
pay this large amount of money
with no help from my insurance
provider. I feel like they don’t care
about me. I don’t know if I have the
money to pay this bill!”
“I don’t trust my current health
insurance provider, I am excited
to enroll with a different provider.
I hope they treat me better.”
TOUCHPOINTS
ACTIONS
PAIN POINTS
QUANT DATA
EMOTIONS
PERSONA
1 3 54
James, 32
Goal
Reduce the number of calls to customer
service during the online find care journey
30%
45% Goal
Likelihood
to recommend
insurance
provider
*Based on the number of
customers that have the
ability to find care onlineRe-enroll rate
45%
65% Goal
James injures his wrist skiing. He is
not sure if he has broken any bones
and needs to see a specialist. One of
his friends refers him to Dr. Spencer.
James logs into his health insurance
account to check if Dr. Spencer is “on
his insurance” and to see how much
an office visit will cost. He is confused
because he sees that Dr. Spencer is
“in-network,” but an office visit will
still cost him around $300.
Members are confused by
insurance jargon and terminology.
2 It is difficult for members to find
clear information on what a
deductible is and how it affects
their "out-of-pocket" costs.
Jame is frustrated with how long
he waits for his appointment.
If members do not regularly
check their email, they may
easily miss important
communication and
documents.
Members are not notified or
alerted of the increased costs
when they are selecting care
from an "out-of-network"
provider.
6 There is no forgiveness or
amnesty for members who make
unintentional mistakes when
finding and selecting care.
James calls his insurance provider’s
customer service center and speaks
with a representative who explains
to him that under his current
insurance plan, he has to meet ther
$5000 deductible before his costs are
covered.
James attends his appointment
with Dr. Spencer, who writes an
order for James to have his wrist
x-rayed. Dr. Spencer provides a list
of imaging facilities to James.
James has his wrist x-rayed at
one of the facilities Dr. Spencer
recommends to him.
James visits Dr. Spencer's office,
where he hears that, his wrist is
only sprained, not broken. James’
wrist is stabilized with a brace.
James' insurance provider sends
him an email that includes the
Explanation of Benefits of his
wrist x-ray. It is sent to an email
he rarely checks and James
never sees or opens it.
James receives a bill in the mail
from the imaging facility for $1500
for his wrist x-ray. He is angry and
confused as to why he is being
charged this much if he has health
insurance.
He calls the insurance provider’s
customer service center and speaks
with a representative who tells him
that the facility that conducted his
x-rays was “out-of-network,” which
is why he is responsible for paying
most of the costs.
During the next year's open
enrollment period, James
intentionally selects a competitor's
plan instead of his current provider.
+
–
30k
Page views
59CSAT
industry avg.
0:46 Avg. pg duration
20% Navigate to "Find Care"
10% Take an action
$78,300K
cost/mo
10K
calls/mo
7:50m
avg call time
$7.83
avg call cost
19m
avg wait in the US
Average satisfaction of
health plan customers.
59 CSAT
89 Goal
$20,660K
cost/mo
2K
calls/mo
10:20m
avg call time
$10.33
avg call cost
The next day Six months laterA few days later
8%
Open rate
55m
avg wait time
55% Re-enrollment rate
45%
Drop off rate
“Ouch! My wrist really hurts, I am
bummed I won’t be able to ski
anymore this season.”
“ I am frustrated that I have to pay
so much money, for an office visit”
“Why am I being charged so much
money? I am shocked, frustrated
and confused.”
“At least my wrist isn’t broken. I
am relieved to know it will heal in
a few weeks.”
45CSAT
-15 below avg
30% bounce rate
CASESTUDY—USINGDATATOUNDERSTANDYOURCUSTOMER

14. Build a customer-
centric culture
THE BEDROCK OF SUCCESSFUL CX
1
2
A customer-centric culture starts with
solving your customers’ problems, not
pushing your products.
Mindset shift
Get buy-in across the organization, at every
level, including leadership.
Organizational buy-in

15. Tips for
getting
buy-in
Humanize your customers and their needs
Provide a quick and clear picture of your end-
to-end CX; what's driving satisfaction and
what’s not
Create clear connections between customer
pain points and business value
Create clear connections between customer
pain points and the most beneficial remedies
Provide a framework for solving customers’
problems and showing impact of solutions

16. CASESTUDY—BUILDINGCUSTOMERCENTRICCULTURE
October 3, 2018 35
Data-Driven
Personas
Link to interactive deliverable >
Link to interactive deliverable >

17. Marry
customer and
business needs
Connect your company’s vision and
OKRs to the experiences you want
your customers to have.
2 COMPANY VISION
Company
Wide OKRs
Voice interactions
Marketing
Department
OKRs
Voice interactions
Technology
Department
OKRs
Voice interactions
Talent
Department
OKRs
CUSTOMER NEEDS

18. Ensure your teams’
efforts are actively
moving the needle
for your customers
and your business.
1
2
3
Clearly articulate customer and business
priorities. This is worth investing in.
Know what's important
Connect empathy for customer pain points
to value for the business.
Connect the dots
Ensure employee objectives are aligned
with desired CX outcomes.
Align incentives and outcomes
4 Build a roadmap that reflects priorities and
outlines a path for teams to solve customer
and business problems.
Establish a path forward

19. Desktop and
mobile site traffic
Session replay,
heat mapping,
behavior flows
Gross revenue Marketing data
Error states
Customer
insights
Customer
satisfaction
surveys
Ancillary
purchasing data
Segment data
App traffic,
revenue and
boarding pass
downloads
CASESTUDY—USINGDATATOSETCUSTOMERANDBUSINESSPRIORITIES

20. CASESTUDY—USINGDATATOSETCUSTOMERANDBUSINESSPRIORITIES
Top business priorities

21. Prominence
Visual style, size, hierarchy, quantity
Important for MANY
Important for MOST
Important to SOME
Important to FEW
and legal, tech, business
requirements
Findability
Those looking to take
action can quickly find
where to do so
Prioritizing needs

22. Prominence
Visual style, size, hierarchy, quantity
NEXT BEST ACTION
Findability
Those looking to take
action can quickly find
where to do so
Solving needs

23. Prominence
Visual style, size, hierarchy, quantity
NEXT BEST ACTION
Findability
Those looking to take
action can quickly find
where to do so
Design sprint
+
8 + +
Solving needs

24. MEASUREMENT TEAM: WEEK 1 MEASUREMENT TEAM: WEEK 2 MEASUREMENT TEAM: WEEK 3 MEASUREMENT TEAM: WEEK 4
DESIGN & CONTENT: WEEK 1 DESIGN & CONTENT: WEEK 2 DESIGN & CONTENT: WEEK 1 DESIGN & CONTENT: WEEK 2
TUE WED THU FRI MON TUE
WE
D
THU FRI MON TUE
WE
D
THU FRI MON TUE
WE
D
THU FRI MON
Meeting
cadence
and goals
Stand-up Stand-up Stand-up Stand-up
Stand-up:
Share
goals for
week
Stand-up
Stand-
up
Stand-up
Stand-
up
Stand-up:
Share
goals for
week
Stand-up
Stand-
up
Stand-up
Stand-
up
Stand-up:
Share
goals for
week
Stand-up
Stand-
up
Stand-up
Stand-
up
Stand-up:
Share
goals for
week &
next sprint
goals
Measurement
Team Sprint
Review
• Summary of
insights
• Lessons
learned
• Looking ahead
Content, Data,
Design Check-
in
• Make data
requests
• Review designs/
content
• Make testing
plans
Data Check-in
• Review data
requests with
analysts
• Address
questions on
raw data
• Review insights
Content, Data,
Design Check-in
• Share insights
• Make data
requests
• Review designs/
content
• Make testing
plans
• Share testing
protocol
Data Check-in
• Review data
requests with
analysts
• Address
questions on raw
data
• Review insights
Content, Data,
Design Check-in
• Share insights
• Make data
requests
• Review designs/
content
• Make testing
plans
Data Check-in
• Review data
requests with
analysts
• Address
questions on raw
data
• Review insights
Content, Data,
Design Check-in
• Share insights
• Make data
requests
• Review designs/
content
• Make testing
plans
Data
Stakeholders
Check-in
• Review the
status of
outstanding data
requests and
work together to
remove blockers
Data
Stakeholders
Check-in
• Review the
status of
outstanding data
requests and
work together to
remove blockers
Content,
Data,
Design
Testing
Readout
• Share
testing
results
Data focus
SPRINT
REVIEW COMPILING DATA REQUESTS + FINISH OUTSTANDING QUANT/QUAL ANALYSIS ANALYSIS OF NEW QUANT/QUAL SPRINT REVIEW PREP
Report insights
and hypotheses
Determine
which data
sets leftover
from
previous
sprint should
still be
analysed
Compile data
requests
between
Measurement,
Content, and
Design –
Product Owner
to determine
priority
Update Trello to reflect
new requests
Review data
requests with
data lead
Analyse
outstanding data
from Trello
Analyse
outstand
ing data
from
Trello
Compile final data
requests from
Design and
Content teams
Share latest
insights
Update Trello to reflect
new requests
Review latest
requests with data
lead
Analyse new data posted to Trello by analyst – flesh out Performance Map Prepare for sprint review
Benchmar
k testing
focus
Report test
findings
Determine testing needs and organise
logistics
Receive work-in-progress
design concepts for testing,
build a draft of testing
protocol
Finalise
draft of
testing
protocol
Share draft of
testing protocol to
design and
content teams
Iterate
testing
protocol
Design to
share final
designs/
prototype
for test
Iterate on test/
prototype
Second
walkthrough
with UZ
Finalise testing logistics and
prototype
UZ QATest
Run soft
test
Run test Analyse test results for sprint review
SPRINT
REVIEW BUILD TEST LAUNCH TEST ANALYSE RESULTS
Building a roadmap

25. Holistic CX
Don’t underestimate or undervalue
your CX; define and approach it as the
complex, multidimensional element of
your business that it is.
3 “CX is the sum of customers’
activities in pursuit of solving
a problem, including
interactions with a brand and
its offerings.
- Forbes Insights

26. Manage your CX as a
business, not a fragmented
or siloed piece.
1
2
3
CX involves stakeholders across the business
— not just marketers, experience design
professionals and data scientists.
Integrated team
Let customer needs inform your technology
roadmap; technology must enable the best
experience for customers throughout their
journey.
Technology
Achieving an integrated data strategy is key to
successful CX. Integrating data across
channels, touchpoints and sources can power
more personalized experiences and give your
organization a comprehensive view of your
customer where it matters.
Data

27. Have the right
team in place
All team members need to be customer
minded and empathic. You typically need a
mixture of the skill sets below.
- Marketing
- Design
- Content
- Research
- Technology
- Data
- Product
- Customer Service
- Operations
- Etc.
“

28. ENGAGEMENT LETTER
Client Actions
PWC Team
Actions
LINE OF VISIBILITY
+

Client is interested
and speaking w/partner
* Opportunity
tracking begins
Client Kick-Off/
Project Planning
Meeting with team
Internal PwC pre-
engagement team
assembled
Sr Associate
refines scope &
project plan
for project
Partner approves
of high-level
scope and
project plan
Partner defines
high level approach
for the project
Partner pursues
potential
client
Team develops
high level project
proposal for client
Client reviews &
approves high level
scope
Client reviews draft
Engagement Letter
& Legal Terms
Partner finalizes
Engagement
Letter
BST sends EL to
client for review
Receive signed
EL from client
Client receives
Engagement Letter
Client sends signed
Engagement Letter
○○
○○
○○
Client rejects
Client accepts
Client wants changes
Approved
Client gives go ahead
Ŏ
Some partners enter
new opportunities into
IRIS right away, while
other teams enter it
retroactively.
Partner, manager/
director, + associates
meet to determine
scope, engagement
fee, and deliverables.
Partner gives direction
to team to draft
presentation.
Partner defines high
level scope & est.
engagement fee of
the project
Partner gives direction
to Sr Associate to draft
the scope & budget
in Excel
Done in Excel, then
passed around for
quick feedback
*Rollover last year’s
Engagement Letter
with updates
RISK MANAGEMENT PROCESSES: A&C AND AFS
Associate fills
out A&C w/draft EL
& high level
budget + scope
Client Acceptance
Assessment*
Submit A&C
Form to
tax partner
A&C form
is approved
A&C form
reviewed* again
*can be several
rounds of review
Associate makes
any changes
necessary
Associate fills
out AFS w/draft
EL & high level
budget + scope
AFS form
is approved
AFS form
reviewed again*
*can be several
rounds of review
Associate makes any changes
needed with input from partner or
as scope & budget are updated
Submit AFS
Form to
audit partner
Associate
drafts EL w/
templates
Sr Associate
reviews and
edits EL
Make any edits to Engagement Letter as budget or scope are updated
Attach draft EL
to risk management
forms
Sr Associate puts in
final budget and fee
information after TPT
is approved
Different teams have
different starting points
for EL. Some have
templates, some use
last year’s EL.
Client sends RFP*
*optional
INITIAL PROJECT SCOPING & PLANNINGRELATIONSHIP CHECK
OR
Depending on team,
training, and templates
available, drafting and
reviewing EL can take
many iterations.
WBS CODE REQUEST + PROJECT SET UP
Associate
requests
WBS Code
Code Verification
Team reviews
request
Team* determines whether or not
realization rates, leverage, and key
metrics are acceptable
Code Verification
Team makes
WBS code live
Project team sets
up new client
STAFFING / TALENTLINK
Director/Manager places
requests and holds for
staffing in TalentLink
GDM REQUEST / ENVOY
Associate places
GDM request in Envoy
for internal staff
augmentation group
What is the
purpose of the WBS
review team if TPT
has already been
approved?
Partner reviews
requested changes to
scope or terms.
Minor changes
lead to changes to the
EL, major changes
require the AFS
and A&C processes to
be redone from
the beginning
Support
Processes
& Systems
LINE OF INTERNAL INTERACTION
IRIS RelationshipChecks Excel or
Google Sheets
Email
Tax Pricing Tool (TPT)
Excel or Google Sheets
A&C Database
AFS Database
Tax Pricing Tool (TPT)
Excel or Google Sheets
A&C Database
AFS Database
Tax Pricing Tool (TPT)
Excel document
Google Docs/Word
Gmail
DMS
MyEngage Database
GFS
DMS
CES Database
A&C Database
AFS Database
Google Docs/Word
TalentLink
Envoy
Gmail
DMS
CES Database
A&C Database
AFS Database
Google Docs/Word
Gmail
DMS
Tax Pricing Tool (TPT)
Google Docs / Word
DMS
Gmail
DMS
USPS Mailing
Service
USPS Mailing
Service
Phone or
in person
Phone or
in person
Phone or
in person
In person
conversation
Phone or
in person
PwC User
Quotes
We can get clients in a lot of
different ways. But there are
different processes you follow
for new clients vs existing
clients for pre-engagement.
~Partner
“
Sometimes it takes forever to
get a WBS code. Sometimes
we will even have to start a
project before we get the
billable time code and it’s a
huge pain backtracking hours.
“
It’s my job to look at TPT and
FlexForecast and advise the partners
and managers whether or not the
project is risky. But I also have to enter
the same information in multiple places,
so it wastes a lot of time.
~Director
“
Staff are pulling a word doc of past
Engagement Letters from internal
systems, but what I get is screwed
up half the time. They aren’t
properly trained.
~Partner
“
It’s not just efficiency issue, it’s a risk
issue. Since I’m the last line of
defense, I constantly have to ask:
“Did I catch all of the risk?” The
consequences of missing risk are
serious.
“
At PwC you spend so much time
doing administrative work that
you don’t have time to learn how
to use the tax and accounting
tools in order to hone your craft.
“
Time to task
Pain points
New client: 20 min
Existing client: 5 min
1 business day
~4-6 hours
2-3 business
days
1-5 business day
N/A
APPROVE A&C
~1 hour +
1 hour admin
1-3 business days
~1 hour
1-3 business days
FILL OUT A&C
FILL OUT AFS
1-5 business days
N/A
APPROVE AFS
~30-60 min +
1 hour admin
1-5 business
days
APPROVING EL
N/A
1-4 business weeks
CLIENT EXECUTES EL
~30-60 min +
1 hour admin
5-15 business
days
FINALIZING EL
N/A
1-10 business days
WBS CODE APPROVAL
Manager: 30 min
Partner: 10 min
1-3 weeks
APPROVING TPT
N/A
1-3 weeks
REVIEWING TPT
~2 hours +
1 hour admin
1 business day
DRAFTING EL
1-5 hours
*depends on experience
1-5 business days
INPUT INFO TO TPT
Opportunities are not tracked
in IRIS in real time. Most are
entered retroactively after the
work is won.
There are 4-5 steps in client
acceptance that must be
completed prior to risk
management processes, but
steps can be confusing
Most of the time, the fee is determined
by the partner, and the team fits scope,
staffing, budget, and TPT into the
determined fee. This renders all the
administrative tasks after this initial
decision even less useful for the teams.
Requests for approvals can
get lost in a partner’s inbox,
which delays the process.
Approving the forms is very
click heavy and can only be
done on desktop.
Inputting information into TPT can take a
long time, especially considering most of
the information was previously entered
into the GoogleSheet or Excel doc.
TPT is not integrated with
other systems, resulting in
multiple rounds of data entry
for the same inputs into
multiple systems.
Larger accounts has many
more cooks in the kitchen,
which makes approving
TPT harder.
Must mail clients a physical
copy of the EL. There is no
easy way for clients to sign
electronically.
Code Verification Team
can take a long time to
make a WBS code active
A lot of times, projects are
held up because the client
does not return paperwork
in a timely manner.
TPT is not used to determine the
budget or engagement fee. It is
used to increase margins as
much as possible within set
budget & scope.
No standardized process
across teams / business units
for drafting EL, or when to fill
out AFS, A&C, TPT
Weekly forecasting in TPT is
tedious and highly inaccurate.
Big waste of associate’s time.
REFINING PROJECT PLAN
Teams will utilize
GMD center team
and resources to
increase leverage
for projects
Teams presents approach
to client (including showing
technology and processes)
Too much risk:
Process terminates
Approved
Too much risk:
Process terminates
Some teams wait
until the beginning of
the AFS and A&C
process to begin client
acceptance.
Client
Acceptance
Assessment*
TAX PRICING TOOL AND BUDGET
Associate inputs
info into TPT
Sr Associate/
team reviews
and edits TPT
Some PCS teams will input
information into TPT right away for
metrics (no use of Excel)
Draft TPT
rates attached
to risk
management
*depends on size of client
Team* analyzes margin & budget for realization rates, leverage, and
other important metrics Associate makes any edits necessary to TPT
Manager/Partner
approves TPT
Pulling from info
previously inputted
in Excel docs for
project planning and
budget
Depending on size
of client or size of
engagement, more
people will be pulled
into the budget
review.
Any changes are
done in Excel first,
then inputted
into TPT
How do partners
give feedback about
TPT to team? How
is team notified TPT
is approved?
- OR -
Usually we will walk away from the
client kick off call or planning meeting
with a good idea of what the scope
and engagement fee will look like.
Then I go and just put it together.
~Sr Associate
“
Doing the engagement letter is a huge
pain in the ass! I have to go find an old
one, and then open it in Word and
delete all this red text. It’s really easy
to mess up, and then you have
to start over.
~Sr Associate
“
You can never tell when something
is approved or not. Or if your audit
partner actually even saw your
submitted form. Finding the status
is impossible.
~Sr Associate
“
All of my budget estimations
are in Excel. Then I have to
input it into TPT.
~Sr Associate
“
For a manager or partner to approve,
they have to go through a lot of clicks.
It can’t be done on-the-go and it’s just
them way longer than it needs to to
approve of forms I submit.
~Sr Associate
“ Creating, drafting, editing, and approving the
Engagement Letter isn’t that bad. What takes
the most time and our biggest blocker is
having the client execute and sign it.
Sometimes it will take weeks and that’s out of
our control.
~Partner
“
Entering information into TPT is
tedious and time consuming. The
only point of TPT is to figure out the
margins. We’ve already determined
the fee before this.
~Partner
“
ENGAGEMENT LETTER
Client Kick-Off/
Project Planning
Meeting with team
Internal PwC pre-
engagement team
assembled
Sr Associate
refines scope &
project plan
for project
Partner approves
of high-level
scope and
project plan
Partner defines
high level approach
for the project
Team develops
high level project
proposal for client
Partner finalizes
Engagement
Letter
BST sends EL to
client for review
Receive signed
EL from client
Approved
Partner, manager/
director, + associates
meet to determine
scope, engagement
fee, and deliverables.
Partner gives direction
to team to draft
presentation.
Partner defines high
level scope & est.
engagement fee of
the project
Partner gives direction
to Sr Associate to draft
the scope & budget
in Excel
Done in Excel, then
passed around for
quick feedback
*Rollover last year’s
Engagement Letter
with updates
RISK MANAGEMENT PROCESSES: A&C AND AFS
Associate fills
out A&C w/draft EL
& high level
budget + scope
Client Acceptance
Assessment*
Submit A&C
Form to
tax partner
A&C form
is approved
A&C form
reviewed* again
*can be several
rounds of review
Associate makes
any changes
necessary
Associate fills
out AFS w/draft
EL & high level
budget + scope
AFS form
is approved
AFS form
reviewed again*
*can be several
rounds of review
Associate makes any changes
needed with input from partner or
as scope & budget are updated
Submit AFS
Form to
audit partner
Associate
drafts EL w/
templates
Sr Associate
reviews and
edits EL
Make any edits to Engagement Letter as budget or scope are updated
Attach draft EL
to risk management
forms
Sr Associate puts in
final budget and fee
information after TPT
is approved
Different teams have
different starting points
for EL. Some have
templates, some use
last year’s EL.
INITIAL PROJECT SCOPING & PLANNINGLATIONSHIP CHECK
OR
Depending on team,
training, and templates
available, drafting and
reviewing EL can take
many iterations.
WBS CODE REQUEST + PROJECT SET UP
Associate
requests
WBS Code
Code Verification
Team reviews
request
Team* determines whether or not
realization rates, leverage, and key
metrics are acceptable
STAFFING / TALENTLINK
Director/Manager places
requests and holds for
staffing in TalentLink
GDM REQUEST / ENVOY
Associate places
GDM request in Envoy
for internal staff
augmentation group
What is the
purpose of the WBS
review team if TPT
has already been
approved?
Partner reviews
requested changes to
scope or terms.
Minor changes
lead to changes to the
EL, major changes
require the AFS
and A&C processes to
be redone from
the beginning
RelationshipChecks Excel or
Google Sheets
Email
Tax Pricing Tool (TPT)
Excel or Google Sheets
A&C Database
AFS Database
Tax Pricing Tool (TPT)
Excel or Google Sheets
A&C Database
AFS Database
Tax Pricing Tool (TPT)
Excel document
Google Docs/Word
Gmail
DMS
MyEngage Database
GFS
DMS
CES Database
A&C Database
AFS Database
Google Docs/Word
TalentLink
Envoy
Gmail
DMS
CES Database
A&C Database
AFS Database
Google Docs/Word
Gmail
DMS
Tax Pricing Tool (TPT)
Google Docs / Word
DMS
Gmail
DMS
USPS Mailing
Service
USPS Mailing
Service
Phone or
in person
Phone or
in person
Phone or
in person
In person
conversation
It’s my job to look at TPT and
FlexForecast and advise the partners
and managers whether or not the
project is risky. But I also have to enter
the same information in multiple places,
so it wastes a lot of time.
~Director
“
Staff are pulling a word doc of past
Engagement Letters from internal
systems, but what I get is screwed
up half the time. They aren’t
properly trained.
~Partner
“
It’s not just efficiency issue, it’s a risk
issue. Since I’m the last line of
defense, I constantly have to ask:
“Did I catch all of the risk?” The
consequences of missing risk are
serious.
“
At PwC you spend so much time
doing administrative work that
you don’t have time to learn how
to use the tax and accounting
tools in order to hone your craft.
“
New client: 20 min
Existing client: 5 min
1 business day
~4-6 hours
2-3 business
days
1-5 business day
N/A
APPROVE A&C
~1 hour +
1 hour admin
1-3 business days
~1 hour
1-3 business days
FILL OUT A&C
FILL OUT AFS
1-5 business days
N/A
APPROVE AFS
~30-60 min +
1 hour admin
1-5 business
days
APPROVING EL
N/A
1-4 business weeks
CLIENT EXECUTES EL
~30-60 min +
1 hour admin
5-15 business
days
FINALIZING EL
Manager: 30 min
Partner: 10 min
1-3 weeks
APPROVING TPT
N/A
1-3 weeks
REVIEWING TPT
~2 hours +
1 hour admin
1 business day
DRAFTING EL
1-5 hours
*depends on experience
1-5 business days
INPUT INFO TO TPT
There are 4-5 steps in client
acceptance that must be
completed prior to risk
management processes, but
steps can be confusing
Most of the time, the fee is determined
by the partner, and the team fits scope,
staffing, budget, and TPT into the
determined fee. This renders all the
administrative tasks after this initial
decision even less useful for the teams.
Requests for approvals can
get lost in a partner’s inbox,
which delays the process.
Approving the forms is very
click heavy and can only be
done on desktop.
Inputting information into TPT can take a
long time, especially considering most of
the information was previously entered
into the GoogleSheet or Excel doc.
TPT is not integrated with
other systems, resulting in
multiple rounds of data entry
for the same inputs into
multiple systems.
Larger accounts has many
more cooks in the kitchen,
which makes approving
TPT harder.
Must mail clients a physical
copy of the EL. There is no
easy way for clients to sign
electronically.
A lot of times, projects are
held up because the client
does not return paperwork
in a timely manner.
TPT is not used to determine the
budget or engagement fee. It is
used to increase margins as
much as possible within set
budget & scope.
No standardized process
across teams / business units
for drafting EL, or when to fill
out AFS, A&C, TPT
Weekly forecasting in TPT is
tedious and highly inaccurate.
Big waste of associate’s time.
REFINING PROJECT PLAN
Teams will utilize
GMD center team
and resources to
increase leverage
for projects
Too much risk:
Process terminates
Approved
Too much risk:
Process terminates
Some teams wait
until the beginning of
the AFS and A&C
process to begin client
acceptance.
Client
Acceptance
Assessment*
TAX PRICING TOOL AND BUDGET
Associate inputs
info into TPT
Sr Associate/
team reviews
and edits TPT
Some PCS teams will input
information into TPT right away for
metrics (no use of Excel)
Draft TPT
rates attached
to risk
management
*depends on size of client
Team* analyzes margin & budget for realization rates, leverage, and
other important metrics Associate makes any edits necessary to TPT
Manager/Partner
approves TPT
Pulling from info
previously inputted
in Excel docs for
project planning and
budget
Depending on size
of client or size of
engagement, more
people will be pulled
into the budget
review.
Any changes are
done in Excel first,
then inputted
into TPT
How do partners
give feedback about
TPT to team? How
is team notified TPT
is approved?
- OR -
Usually we will walk away from the
client kick off call or planning meeting
with a good idea of what the scope
and engagement fee will look like.
Then I go and just put it together.
~Sr Associate
“
Doing the engagement letter is a huge
pain in the ass! I have to go find an old
one, and then open it in Word and
delete all this red text. It’s really easy
to mess up, and then you have
to start over.
~Sr Associate
“
You can never tell when something
is approved or not. Or if your audit
partner actually even saw your
submitted form. Finding the status
is impossible.
~Sr Associate
“
All of my budget estimations
are in Excel. Then I have to
input it into TPT.
~Sr Associate
“
For a manager or partner to approve,
they have to go through a lot of clicks.
It can’t be done on-the-go and it’s just
them way longer than it needs to to
approve of forms I submit.
~Sr Associate
“ Creating, drafting, editing, and approving the
Engagement Letter isn’t that bad. What takes
the most time and our biggest blocker is
having the client execute and sign it.
Sometimes it will take weeks and that’s out of
our control.
~Partner
“
Entering information into TPT is
tedious and time consuming. The
only point of TPT is to figure out the
margins. We’ve already determined
the fee before this.
~Partner
“
ENGAGEMENT LETTER
Client Kick-Off/
Project Planning
Meeting with team
Internal PwC pre-
engagement team
assembled
Sr Associate
refines scope &
project plan
for project
Partner approves
of high-level
scope and
project plan
Partner defines
high level approach
for the project
Team develops
high level project
proposal for client
Approved
Partner, manager/
director, + associates
meet to determine
scope, engagement
fee, and deliverables.
Partner gives direction
to team to draft
presentation.
Partner defines high
level scope & est.
engagement fee of
the project
Partner gives direction
to Sr Associate to draft
the scope & budget
in Excel
Done in Excel, then
passed around for
quick feedback
*Rollover last year’s
Engagement Letter
with updates
RISK MANAGEMENT PROCESSES: A&C AND AFS
Associate fills
out A&C w/draft EL
& high level
budget + scope
Client Acceptance
Assessment*
Associate fills
out AFS w/draft
EL & high level
budget + scope
Associate makes a
needed with input fr
as scope & budget
Submit AFS
Form to
audit partner
Associate
drafts EL w/
templates
Sr Associate
reviews and
edits EL
Make an
Attach draft EL
to risk management
forms
Different teams have
different starting points
for EL. Some have
templates, some use
last year’s EL.
INITIAL PROJECT SCOPING & PLANNINGTIONSHIP CHECK
OR
Depending on team,
training, and templates
available, drafting and
reviewing EL can take
many iterations.
STAFFING / TALENTLINK
Director/Manager places
requests and holds for
staffing in TalentLink
GDM REQUEST / ENVOY
Too much risk:
Process terminates
Approved
Too much risk:
Process terminates
Some teams wait
until the beginning of
the AFS and A&C
process to begin client
acceptance.
Client
eptance
essment*
TAX PRICING TOOL AND BUDGET
Associate inputs
info into TPT
Sr Associate/
team reviews
and edits TPT
Some PCS teams will input
information into TPT right away for
metrics (no use of Excel)
Draft TPT
rates attached
to risk
management
*depends on
Team* analyzes margin & budget fo
other import
Pulling from info
previously inputted
in Excel docs for
project planning and
budget
Depending on size
of client or size of
engagement, more
people will be pulled
into the budget
review.
CASESTUDY—USINGDATATOMAPCOMPLEXCX

29. CASESTUDY—INTEGRATINGDATATOMAPCOMPLEXCX

30. Don’t just set it
and forget it
Good CX evolves and changes with
customers’ needs and expectations.
4

31. PRODUCT LIFECYCLE
Design
Data
Design
Content
Data
Design
Research
Great human-centered design is an iterative and collaborative process

32. Demonstrate
impact and get
buy-in
5

33. Measure and
communicate success
and impact
1
2
3
Clearly define what success looks like and
how you'll measure it. Tell a simple story.
Define success and KPIs
Use quick wins to move your organization
forward—be intentional about how you
approach, measure and socialize success.
Champion quick wins
Work with key stakeholders across the
business and leverage existing metrics to
quantify value and relate to key business
outcomes.
Build the business case

34. 0%
2%
4%
6%
8%
10%
12%
14%
16%
0% 5% 10% 15% 20% 25% 30% 35% 40%
ResponseRate
Engagement Rate
0.01528 + 0.115 (ER) = RR
RegressionModel b/w ER & RR:
Ø β0 significance : 0.071
Ø β1 significance:0.003
*Sample Size: 84 data points from week by week data for 4
Campaigns, from Jan 1 to May 27
CASESTUDY—USINGDATATOBUILDABUSINESSCASE
We are using a linear regression model to understand the
historical relationship between engagement and response
rates to forecast potential revenue.

35. Show the numbers
Humanize the numbers with input directly
from customers
Demonstrate the experience, visually
Tell a simple story
CASESTUDY—USINGDATATOBUILDABUSINESSCASE

36. Framework for holding
CX accountable to
delivering on customer
and business needs

37. 1 2 3 4
Understand and marry customer
and business needs; define clear
CX roadmap and success
metrics
Clear objectives
Operationalize roadmap
through integrated, customer-
centric ways of working across
teams
Operationalize
Create a holistic measurement
plan that looks across the full
customer experience journey;
leverage full spectrum of data
Measure
Work with internal stakeholders
to define a model for how your
organization measure the value
of CX; use existing metrics
where possible
Build an ROI model
Framework for holding CX accountable

38. MEASUREMENT
Metrics, data sources, and data collection are in place to allow
for accurate and actionable measurement of business and
customer outcomes and metrics.
Build an ROI modelBuild an ROI model
Give teams visibility
TEAM ALIGNEMENTInternal teams are actively using CX roadmap to guide
work and set priority actions — across product,
insights, design, development and measurement.
Defined CX strategy &
roadmap based on customer
needs and business OKRs
Company resources and
actions aligned to CX
roadmap
Ability to demonstrate
project outcomes
What we want to
achieve
How we are going to achieve it
Understand customer needs
Establish company OKRs
Align department OKRS
Set CX roadmap; refine over time
Establish ways of working to
achieve program imperatives
(use framework & guidelines)
Define integrated plan
Implement requirements
Establish reporting outputs
OBJECTIVES
CX strategy and key results are clearly defined based on
known customer priorities as well as broader company
vision, objectives, and key results.
Framework for holding CX accountable
Stakeholder from across the
business committed to
solving customer problems

39. Customer-centric mindset is a must
1
CX should not be managed in a silo; the right team, engaged
in the right ways is key2
Comprehensive measurement is critical to telling the whole
story and capturing the full value of CX3
Measurement should be used to communicate success AND
evolve your CX4
Putting the
framework to use
Don’t forget…

40. Questions?