Ulysses program in price water house coopers

Ulysses computer schedule in price water house coopersThe Ulysses chopine is a leadership reading chopine that is set offnering with PricewaterhouseCoopers to enhance leadership potentials. The incorporation of Ulysses to PwC has lead to emergence of a diversified team in the spheric field (PricewaterhouseCoopers, two hundred0). There are several competitive ch whollyenges that motivated PwC in baffle the Ulysses Program Q1 PricewaterhouseCoopers (PwC) and other partners saw a need to start a new design in the leadership train that could help oneself in bringing up executives, who would fit in the orbiculate vicissitude and transnational nature of the operations of the seeetary house in late 90s (Storey 2003). The unattack fit needed to orient slew to become leaders who had a wider soap in the leadership skills that did non only fit a grumpy situation but rather could good dealle whatever arising challenge crossways the globe. The quench to conform to this situation led to the emergence of the Ulysses Program which was sensed to arrest most of the best traits that were needed in the partnering PwC, to bring let expose instructional leadership links to various communities. Ulysses was meant to instill concepts of leadership qualities among strength in the PwC which would enable it strike its core goals (Sparrow et al., 2004).The program was initiated in the twelvemonth 2001 where the firm sent a number of people to the developing countries where they were suppose to employ their leadership qualities in environments that posed different challenges. Compared to their home countries, the developing countries experienced political, social and economic challenges that called for a totally different go up in both running and management (Pless Maak 2009 pp.58). PwC in that locationfore had to be multicultural oriented and accustomed to relatively poor technological advancements that the developing countries had. In realizing this, small teams were dispatched to operate in these fields on rotational basis, apiece constituting eight weeks functional with NGOs, intergovernmental agencies and community based organizations. The exercise mainly comprised reporting to confront Aids epidemic scourge, poverty challenges, conflict and environmental abjection (CS). It was back in the year 2000 that the leadership team of the PwC drew charge to the orbicular ever-changing trends in logical argument running and management. PwC however lacked a global tip capacity to collaborate with the challenges presented by the intricate world-wide business and was at the verge of being left behind as top performing partners in leadership. Other big companies were taking a lead in the Ulysses Program in efforts to nurture leaders all over the globe through exposing them to varied environmental situations so that their leading skills are enhanced. Within a period of five years, the Ulysses Program had already dispatched 80 par tners through its program and with 22 participants in the year 2006 (Marquez 2005 pp.50).In the year 2004, the firm resolved to deploy its staff in countries in Africa that were experiencing varied problems that ranged from health to economic. Most important of the teams that comprised of 18 young partners glide path from different PwC boundaries was one sent to combat challenges presented by HIV/ support in various African countries especially in Namibia and Uganda. Other include landmine improvement in Eritrea, reintegration of ex-combatants in East Timor and the small project development in Ecuador (Hofstede, 2004)Learning activity in the Ulysses project was program to portion go forth several levels for each individual team and in the organization levels where there is cross exchange of the acquired knowledge surrounded by clients and the organization. All the members who were sent out for a particular mission were supposed to report back to the firm on their experiences dur ing their leadership responsibilities. These briefing were critical in analyzing what was better to keep an eye on which enabled the PwC to keep on refining the Ulysses model so as to meet the global leadership requirements in a better way (Marquez 2005 pp.51). Q2. Ulysses program has been able to make PwCs business strategy and goals successful. On its launching, the firms were much disposed towards the partners from Europe and USA only. This posed a misbalancing which Ulysses came as a answer by ensuring a multicultural and geographical diversity amongst all the teams. Its wider scoop of approximate 8000 partners from member firms of 768 cities coming from 139 countries made it possible to establishively incorporate different cultures and locations. All the participating candidates in the Ulysses project were required to shake up been selected from the heads of each company from respective territories. These nominations were based on excellence and thence ensured candidate s with the best leadership potential per took the leadership roles (PricewaterhouseCoopers, 2000).The joint PwC and Ulysses for instance use their global business expertise in Southern Belize which turned out to be very successful. In the program, Brian McCann, a PwC client service that was a partner from Boston and who specialized in merges and acquisition, the rewards- both personal and professional, took part in the Ulysses project, was recruited and surprisingly found himself as the only member originating from the US team. This team (Belize) consisted of other colleagues from Malaysia, Sweden and Germany (Patton, 2004). The team lead in activities of leadership with Taaxche Conservation trust (YCT) which was an NGO located in Southern Belize. The topical anaesthetic government and the private sector were also involved in evaluating the result and income-generating potential of the eco-tourism market in the region. The priority for the team incorporated structure capacity in YCT, to ensure excellent services in impact the needs of the local anaesthetic Mayan people. Economic conditions in southern Belize were desolate, with approximately fractional of the population being no employed and 75% earning less than $200 a month (Patton, 2004). In spite of the tough circumstances and a short succession framework, the team was able to redeem an exceptional work product for the clients. Through them, an international microgrant program looking for a local partner in Belize was put in place. They also wrote a marriage proposal for YCT which was to offer micro funding for 100 new and on hand small businesses in the region over the following two years.The Ulysses team also started up a business discipline workshop for members of a Mayan womens craft center, developed a business plan for YCT and its woodworking procreation center, put up a computerized accountancy systems for the Trust, and evaluated income generating opportunities for the Belize Forestry D epartment (Patton, 2004). Q3. The effectiveness of the Ulysses program can be de statusined through weighing on the succeeder of the outcomes of various projects under which were steered by Ulysses. It is therefore important to evaluate them against the programs goals which were To blot and build up future leaders of PwC to take on elder leadership responsibilities at national and international levels within a time span of five to ten years. To put up a global net profit of PwC leadership talent To enhance PwCs capacity to capitalize on its diversity and transnational nature of its operation To train leaders to transcend the leadership in the global world of ambiguity and tension between diverse interests and stake holders groups To encourage the business sector to move towards a more responsible and sustainable business modelIn condemnation towards this, Ulysses was successful in promoting a co-learning environment and openly worked with the participants on their interpersona l improvement tactics concerning to what the desired to learn from NGO partners. Further, the program was able to bring out cultural differences as an enabler as opposed to sooner perception that it was a barrier. The incorporation of diverse cultures was able to enhance on team acceptance, quality and more innovations which became part of the culture of PwC. Building relationships with clients and stakeholders crosswise borders brought more collaboration which resulted to more success (CPID, 2005).Reports coming from PwC show that the program cycle has advanced offering the participants with wider global perspectives which are relevant to any company running its businesses all over the world (CS). Douglas Ready, a director in the International Consortium for Executive Development Research famed that the Ulysses Program has helped candidates to confront challenges that are beyond the strict confines of accounting and consultation skills. In addition, he argues that the program ha s instilled ideals like the community intricacy that are elementary to its business culture (CRME, 2005).Ulysses has also offered a retrieve to partnering firms to rely on. The program has forced them to take on projects that are not in their proficiency. An example is during 2003 summer where McCann developed a business plan for an ecotourism group in Belize (Hempel Porges, 2004 p.74). This development castigated more innovation in diverse fields. McCanns most vivid memory is a dinner that he had with a Mayan farmer after spending a day discussing on a plan Though the conditions were not favorable due to lack of electricity (CS). All PwC partners agree that theyve already put into practice their experiences to the charge of administrating people and clients. A Malaysian partner Jennifer Chang once pointed out that her team detect a shift in her managerial style after the Belize trip. She listened more and became more flexible. According to her, it is after witnessing how other organization took long to effect decisions that one gained the patience for the people that one is working with. Ayub was among those promoted in June 2003 who became a manager of 20 partners. In his view, face-to-face conversations were better over e-mail due to the low-tech approach, building trust. The adoption of this technique made him happen upon a significant progressive difference in Namibia. Ulysses is even disposed to be more than a expedition of personal discovery for a handful of partners. It could help build leaders capable of confronting the challenges of an increasingly global business (CS). Q4. Ulysses program presents both advantages and disadvantages in offering leadership development programs to its partners. During the short duration that candidates are enrolled in the program, they develop skills of leadership which mail them with good network as future leaders of PwC taking province for longer periods of five to ten years (Evans et al., 2002). This is a re latively shorter training period as compared to other traditional ways where courses take up three to five years. On the other hand, the longer serving term takes the perspective that the world being highly ambiguous with tensions amid varied interests and stakeholders groups exists. upcoming PwC leaders are then predestined to forefront and shape a business model that is more accountable and sustainable and allows joint dissemble between business and civic societies (Dickmann Harris, 2005).The Ulysses program poses another benefit in that the concepts instilled to participants are directly related to building leaders who in run off can be able to build businesses. The program thus focuses on unlocking performance and embracing diversity that makes its models well versant with global business environments and the demands related. Its can be argument reasonably that, whenever a brand is made, a sustainable business is also created to complement it (Jain 2004 pp. 13).Further, Ulys ses eight-week program project in developing countries that merges NGOs and inter-governmental organizations seeks to bring a cohesive forum that is able to meet most of the challenges that a respective country may be experiencing. As opposed to the traditional ways, this program is more involving participants are required to deliver developmental project managed by a partner organizations which moulds them to be progressive (Bhaskar-Shrinivas et al., 2005). In East Timor for instance, a UN project attempting to give ex-combatants of the independence pare new meaning to their jobs and lives in their communities PwC partners were drawn in to access the energy of the project. It was able to deploy its multinational teams and transfer them to the area to apply their capabilities and develop strategies that reflected new skills and behaviors. In additional, Ulysses participants benefit in the program, among other the GP curtain raising where there is a strong focus on support for in tra-company network building (Harris et al., 2003).On the other hand, Ulysses is an expensive program that snatches away the genuine glamour of PwC as the enormous leading firm in training global world leaders thus a disadvantage.