People and organisation strategy

When an organisation doesn’t meet its stakeholders’ needs and expectations, the cause is not necessarily a misguided strategy. Instead, underperformance is often the result of a misalignment of the company’s strategy and its many complex, interacting organisational parts. To address such situations, PwC’s strategy consulting team Strategy& designs new operating models, based on market economics and customised to deliver against shareholder expectations, customer needs, and the relationships among the constituencies in the organization’s extended enterprise.

Within our people and organisation strategy practice, we help our clients align their organisation and people behind new strategies. In particular, we help our clients:

  • Manage the people challenges of a transformation by ensuring that there is alignment on the formal aspects (people processes, measurement, role definition) as well as some emotional energy from the informal aspects (networks, role models, behaviours)
  • Diagnose and deliver organisational effectiveness by understanding the organisational building blocks (the organisational DNA) and their interdependencies
  • Design for organisational advantage by helping a company identify its “way to play” and the required capabilities and organisational implications of these capabilities
  • Align the operating model (i.e., the relationships between corporate core, business units, and shared services) in an optimal way so that it best supports the client’s overall business strategy
  • Understand and leverage the culture and informal leaders to give the transformation a boost and allow it to succeed more quickly

Our thought leadership

From compliance to commitment
Leading upstream oil and gas companies are focusing on operational excellence (OE) as a way to manage rising costs and safety risks. But though most companies already have OE frameworks in place, their plans often don’t meet expectations.
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How the practices of “pride builders” can help you develop a high-performance culture.
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This is the 14th year that Strategy& has examined CEO successions and success among the world’s top 2,500 public companies. This year we focused particularly on women CEOs over the last 10 years.
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These time-honored tools and techniques can help companies transform quickly.
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Forget the monolithic change management programs and focus on the elements of your culture that drive performance.

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Client example

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A central Great Britain railway agency engaged Strategy& to help ensure the Great Britain rail industry is prepared to realise its strategic and technical vision. See how we helped.