New direction.

Our clients are changing and so are we.

PwC is open. Open to you. To the way you work, and whomever you want to work with. To both pioneering technology and approaches. Open to disrupting the status quo and having a go. To crossing paths with unexpected people, and sparking curiosity so we can all reimagine the possible.

A hub of collaboration and creativity, where solutions aren’t handed out, but created together. PwC is open for business – your way.

"We all have a role to play in ensuring Australia’s future prosperity. But it is only by working together, combining our talented network of clients and suppliers with our skilled people, that we can solve the important problems we face as a nation, collectively exploring beyond the bounds of what we think we can achieve." Luke Sayers, CEO, PwC Australia

Map it yourself

Use the full interactive infographic to explore the six high-impact areas you need to transform your organisation. 


  • Click or touch and drag to move around the Imperatives matrix
  • Scroll-wheel or pinch to zoom in and out
  • Click on a node to explore its relationship with other Imperatives

Future of...

We see a world where the new possibilities that man and machine in collaboration bring us are almost endless. Cognitive computing is replacing knowledge work – but it’s still people who have ideas, not machines. How do we re-think the future of workforces? How do we nurture the adaptable, re-skilled people we need to work alongside technology? And how do analytics and data visualisation bring insight through previously unseen patterns?


The world of work is changing fast, how will you stay ahead?



Rather than trying to change existing culture, organisations can harness existing cultural forces to support strategy and accelerate/ sustain change efforts. The secret is to target a few behaviours that are critical, and a few sources of emotional energy that are already underutilised in the culture. One key to successful execution involving informal leaders who already make use of their cultural influence in motivating people who work for them.


Culture that drives performance


Workplace Trust

The ability to trust people might seem like a pleasant luxury, but economists are starting to believe that it's rather more important than that. A lack of trust is directly damaging for economic growth (macro) and for a company's success (micro), holding back investments, entrepreneurship and innovation.

A trusted organisation has 4 components - enabling relationships, building reputation, behaving reliably and doing good.

Trust defined

Transformational Leadership

With the potential for disruption across any industry being so high, the need for an organisation to transform and change is a 'when' rather than an 'if'.

If you want your transformation to succeed we think there are two questions you need answers to:

  1. How do you know your transformation leader is going to succeed?
  2. Is my organisation 'change capable' and can it be sustained?

Why is this important?

Leadership at all levels

Leadership is vital to free workers from the unimportant and focus them on delivering the right things. We can’t make humans into machines, but we can allow them to be better humans.

The productivity puzzle

Rewards & Performance

What motivates and drives workers? How do we respond to threats and rewards, to policies, and what contributes to our happiness?

Meawhile, the average working woman in the OECD still earns 16% less than her male counterpart, despite becoming better qualified. In this day and age, it seems unconscionable that women are still paid relatively less than men. Inequality starts at a young age: a UK survey by Halifax shows that boys get 13% more pocket money than girls.

Trust, risk & behaviours

Women In Work Index: Closing the gender pay gap

Ten minutes program

Digitising HR

HR needs a deep knowledge about workplace issues. But it should also bring first-rate analytic minds into the function to help companies make sense of their employee data and get the most from their human capital. And the world of work is set to get more complicated still as organisations look towards automation, digitisation and mixing employees with ‘gig’, contract and outsourced skills.

Innovating for tomorrow's workforce

Rethinking HR for the digital age


By 2020, the make-up of the workforce and how it’s recruited, organised and rewarded will look very different from today. In turn, the role and function of HR will have been overhauled. As human capital and business strategies become more intertwined, business and HR leaders both need to be accountable for adressing human capital priorities.

Developing the right workforce requires a new mindset as much as a new skillset. Ramping up hiring or throwing dollars at training won’t solve the skills problem. Competing priorities, like balancing talent needs with costs, aren’t going away, and there are still talent shortages.
Companies that survive and thrive will focus on recruiting the right people with the right mindset: those who combine business skills with traits such as versatility, digital-savvy, cultural insight, creativity and comfort with transparency. 

The future of work

People and purpose - Talent strategy in an unpredictable world

People strategy for the digital age

A new take on talent for Financial Services

Adapt to survive

People and purpose - Talent strategy in an unpredictable world

The power to perform - human capital 2020 and beyond in FS

Winning the fight for female talent - how to gain the diversity edge through inclusive recruitment


Culture is just as important as strategy and operating model, mananging all three enables rapid sustainable benefits realisation. Behaviours not mindsets are the best starting point. It’s easier to act your way into a new way of thinking than think your way into a new way of acting.

A mandate for responding to the uncertain future of work

Purpose and values

Changing societal expectations are leading many organisations to redefine their corporate purpose to include their broader impact.

Purpose driven strategy

Work/life balance

Independent work is perceived to allow greater flexibility in schedule and control over work environment, the opportunity to earn more, and a better work-life balance. In this world where workers crave autonomy but need stability, 'complexity' and 'fluidity' are the hallmarks of the new work order. No longer is there just one social contract between employer and worker - each must be tailored to the needs of the employer and employee alike, rather than being rigid and rule-driven.

The future of work

Work-life 3.0

Organisational agility & flexibility

More and more Australian organisations are moving towards making all roles ‘flexible’, allowing employees to determine how, where and when they work.
Flexibility has extended past employees working part time or altering the hours that they work to fit in with personal commitments and has shifted towards employees working remotely, interstate or internationally. To enable increased flexibility and agility, policies and processes throughout the entire organisation need to be reviewed and updated. From a mobility perspective, it is essential that the organisation’s mobility policy and processes address the specific requirements and obligations that arise from working flexibly in either a domestic or international context.

A question of skills and where to get them

All roles flex across borders - Making it work

All roles flex across borders - Making it work - careful documentation and legal compliance

All roles flex across borders - Making it work – Employer and employee taxes


Workplace culture

Many business and HR issues are being driven by disruptive innovations that are challenging the way we work, traditional industries and business models. We need to start thinking differently to keep up with the pace of change.

The future of work

Aligning to strategy

A company's culture is as critical as strategy and operations, and the three must be in sync. To align culture to strategy, begin by developing an understanding of the strengths within your existing culture. These "critical few behaviours" can be leveraged in support of what the company is trying to accomplish strategically.

PwC Transform Human Capital - Align culture to strategy


Major forces and trends are underway that will dramatically impact how workforces need to respond and adapt to achieve success. Workforces are adjusting to an increasingly mobile workforce, and a variety of new workers - commuters, business travellers, virtual assignments, and freelance project workers. The power of data-led insight is transforming how organisations can make better informed decisions about harnessing the power of their people – particularly for strategic workforce planning.

How to win staff and influence people policy

Australia’s CEO survey 2017


Older people could hold the key to reviving Australia's economy, with the potential to add up to $78b to Australia's GPD, while our next generation of workers could inject $1 trillion. Female millennials are becoming a larger and larger part of the global talent pool, while 78% of large organisations tell us they’re actively seeking to hire more women – especially into more experienced and senior level positions. The workforce of the future will be a hybrid of ages, cultures, genders and working styles. What does this mean for the future of your organisation? Have you thought about who the business leaders of 2030 will be? What are the risks of being left behind?

Winning the fight for female talent: How to gain the diversity edge through inclusive recruitment

Five Strategies for Finding -  and Keeping -Female Talent

Golden Age Index

1-2 skip a few 99-100 - Is the public sector planning for the 100 year life?

Working till we're 100: How to deal with an aging workforce

Working to 100

Young Workers Index

The female millenial: A new era of talent

Millenials at work: Reshaping the workplace

The future of work

Australia in transition - debunking the term workforce of the future

Young workers index 2016 - Empowering a new generation


Workforce Mix

Next-gen workforces will be a mix of permanent, contract and outsourced labour, by virtue of business needs and worker preferences. What impact will changing talent mixes have on organisational culture? And are HR ready to deal with the complex challenges new worker ecosystems bring?

The right talent mix: How will tomorrow's organisations get the right people when they need them?

Our perspectives and insight for the future

Recent talent trends forcing strategic approaches - How enhanced mobility is at the core

What's next for global mobility? The impact of megatrends

Think you know who’s doing the work? Think again



The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure. We’re facing a world where the best and brightest talent are prepared to follow their own agenda and opportunities, wherever they may be and irrespective of who is offering them.

Closer to home, Australia has the talent to succeed in Asia, but are we doing enough to foster, prepare and deploy this talent in the region?

Globally, there is a glaring disconnect in female expectations and companies’ approaches to female mobility. Only 20 per cent of the current internationally mobile population are women and only 22 per cent of global mobility executives are actively trying to increase their levels of female mobility. How prepared are you to seize this opportunity?

Talent mobility: 2020 and beyond

Moving women with purpose

Recent talent trends forcing strategic approaches - How enhanced mobility is at the core

What's next for global mobility? The impact of megatrends

Future skills and capabilities

We are at a critical point in time. Australia needs to foster a nation of innovation to ensure our children, businesses and economy prosper in the long term. We need to equip not just our children, but our entire workforce, with 21st century skills, to enable them to think, solve, create, persist, sort and share. Above all, we need to encourage curiousity, imagination and passion.

With more tasks being automated, and many jobs of the future not even thought of yet, will our education shift from its traditional roots to one of life-long learning & development?

Education reform: The engine room of Australia’s future prosperity

Future proofing Australia’s workforce by growing skills in STEM

Young workers index 2016 - Empowering a new generation

Workforce of the Future: The Fourth Industrial Revolution - The Crawford Half-Time Series: Future of Work - Belinda

Australia in transition: Debunking the myth that robots will replace humans in the workforce

A question of skills and where to get them

Accelerating productivity for new starters

Effective onboarding programs can establish your culture, increase/ accelerate productivity, and assist with employee retention over time. Setting staff up with the social networks, knowledge, and technology resources - reduces the barriers to their productivity. With more tasks being automated, and many jobs of the future not even thought of yet, will our education shift from its traditional roots to one of life-long learning & development?

Diversity & inclusion

When we talk about diversity, we’re describing a wide range of differences and similarities. In its full breadth, diversity encompasses 24 dimensions — including race, ethnicity, gender, sexual orientation, religion, generation and physical ability. Some are visible, some are not.

In today’s fast moving world, achieving diversity and inclusion is a critical challenge and opportunity for all organisations. To make progress, diversity must be embedded into the organisation’s DNA – and leadership must be committed to and accountable for diversity.

Leading for change: A blueprint for cultural diversity and inclusive leadership

Winning the fight for female talent - how to gain the diversity edge through inclusive recruitment

Women in Work Index 2017 Closing the gender pay gap

Golden Age Index

1-2 skip a few 99-100 - Is the public sector planning for the 100 year life?

Working till we're 100: How to deal with an aging workforce

Working to 100

Young Workers Index

The female millenial: A new era of talent

Millenials at work: Reshaping the workplace



Flexible work practices

The world has changed – men and women have completely different expectations of work – and yet too often our systems have not changed to allow for this. To attract and retain the modern workforce a culture of flexibility and work-life balance is critical.

Flexibility critical to being a talent magnet to the modern workforce


As organisations seek to gain advantage, business operations have come into the spotlight and demand for optimal cost management and customer-centric processes has never been greater. Yet, have you considered how your operations also affect your workforce, and how they in turn can work with your organisation to improve your overall performance?


Purpose driven strategy

Purpose driven strategy is manifesting something that is bigger than performance for self-interest. Organisations should be thinking about how they deliver value now, and how in a world that is rapidly changing they will deliver work in the future under a different paradigm with different values. How can you tap into leading with compassion and doing something for the greater good, from a business perspective? 

Purpose driven strategy


Global operations

Of the top two most likely disruptive trends over the next five years, Australian COOs rank changes in industry regulation as the most disruptive, followed by changes in demand patterns, volatility and demographics. But only half expect disruption from increasing competition, compared to almost two-thirds in the US. And only 52% of Australia’s COOs expect disruption from changes in core technologies of production or service provision, compared to 60% globally and 71% in the US.

Time to reimagine operations - PwC's 2015 Global Operations Survey: Australian insights

Data validation & analytics

Advanced analytics and machine learning – technologies that once seemed like beacons from a distant future – are increasingly available and accessible to businesses. The ability to make intelligent decisions that drive growth, disrupt the market and capitalise on emerging opportunities is now linked less to gut feel and industry knowledge and more to predictive and prescriptive analytics, artificial intelligence and data-driven insights. Gaining competitive advantage is no longer about accepting the status quo or relying on age-old traditions. It’s about mustering the courage and commitment to harness both mind and machine.

Organisations need to harness analytics and data visualisation to bringing insight and order, through previously unseen patterns, to business decision-making. But how do we learn to ask the right questions of the data?

Big Decisions: Insights on the Australian market from PwC’s Global Data and Analytics Survey 2016

Analytics and a world of possibility

Research & development

Most of the world’s major innovators are in the midst of the same transformational journey. They are moving into a new world in which R&D is shifting more and more to developing the software that enables and enhances the performance of their products, and on developing services they can sell along with the products, which provide customers with additional features and improved usability.

Global Innovation 1000


What are the issues that boost or crush productivity?

The productivity puzzle


Technological advancements are appearing, rapidly and simultaneously, in fields as disparate as healthcare and industrial manufacturing, because of the following concurrent factors:

  • Cheaper access to technology
  • Globalisation of technology
  • Increased comfort with technology
  • The competitive advantage of technology
  • Multiplier effect of technology

Tech breakthroughs megatrends

Our perspectives and insight for the future

Robotics & automation

Organisations today are looking for ways to radically overhaul their business processes to meet high customer expectations while lowering costs and risks. In the US, organisations are turning to Robotic Process Automation to achieve this, while drones are projected to take $127bn worth of human work by 2020.

How is this revolution disrupting industries and allowing companies to create new business and operating models?

Robotic process automation

People, change... and robots

Rise of the robots - good news or bad for businesses and society?

Clarity from above: commercial applications of drone technology

The wearable life 2.0

Tech breakthroughs megatrends

The robots are coming: Are CEOs ready for the era of automation?

Technology breakthroughs

The technological breakthroughs megatrend is manifesting itself in a proliferation of technologies. To remain relevant and to succeed, emerging technology strategy needs to be a part of every company’s corporate strategy.

Technological advancements are appearing, rapidly and simultaneously, in fields as disparate as healthcare and industrial manufacturing, because of the following concurrent factors: cheaper access to technology, globalisation of technology, increased comfort with technology, the competitive advantage of technology, and the multiplier effect of technology.

Tech breakthroughs megatrend: how to prepare for its impact

Managing man and machine


Increasing complexity and accelerating disruption require a different response by leaders than they’ve used in the past to have success. We are now in the era of collaboration - where traditional competitiveness may likely be stiffling innovation and new market opportunities. How can you work differently to open the door to new possibilities?

Open Innovation

A very human future: Humans and technology in collaboration

Digital transformation & convergence

Digitisation is transforming how companies in every industry go to market, interact with customers, and carry out their operations. The digital transformation required, however, is complex, time consuming, and expensive, and it affects every aspect of the enterprise. So it’s essential that companies actively plan and monitor their digital investments in order to get their money’s worth out of the effort.

What's your digital ROI?

Blurred lines: How FinTech is shaping Financial Services

Managing your workforce

In the age of the machine, people matter more than ever. The right mix of people and machines in the workplace - and the implications not only for business but for wider society - is the critical talent question of our age.

The talent challenge: Harnessing the power of human skills in the machine age

Innovating for tomorrow's workforce

People and robots

The accelerating pace of change and advancement in technology has seen the rise of the robot change the face of how we work, how we learn, the economy, the job market and the community at large. Nearly half of Australia's workforce is at risk of computerisation and automation in the coming decade. So, with Australia’s economy and business landscape in transition how can business leaders build a workforce fit for the future?

We can’t make humans into machines, but we can allow them to be better humans.

Webcast: Rise of the robots

The robots are coming

Rise of the robots - good news or bad for businesses and society?

People, change... and robots

The productivity puzzle

Cyber security risks

The technology revolution has shifted traditional boundaries. Businesses now operate in an increasingly interconnected digital ecosystem. While offering opportunities for innovation and productivity, the Cyber era also presents new risks and challenges.


Game of Threats

The Global State of Information Security® Survey 2017: Australian insights

Enabling contingent workers

Organisations are facing shorter strategy cycles, ever changing skill needs and a global battle for key skills as part of their contingent workforce. Many are wanting the right technology solution to find and connect with the best talent to allow them to deliver value - wherever they may be.

Keep flexible and carry on: policies for a mobile workforce

User experience

Companies everywhere pay too little attention to the implicit messages - about productivity, commitment, and capabilities - that are sent by their own software interfaces.

Your employees' user experience should be a strategic priority

Operating Model & Organisational Design

Constant disruption means your systems, processes, structure, information and people must be fully integrated and aligned to strategy yet agile and ready to change at speed. Old organisational hierarchies don't get the right people solving problems and creating ideas quickly. 

Australia in transition: “We need to completely rethink organisations”

Skills based design

By 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today. Knowing what these are, identifying if and where the skills you will need currently exist and developing a strategy to acquire access to them is vital – including cultivating a workforce with high levels of learning agility.

A question of skills and where to get them

Adapt to survive

People strategy

When a company struggles to execute on a strategy, all too often the first reaction is to redraw the organisation chart. Research shows that enterprises fail at execution becase they go straight to structural reorganisation and neglect the most powerful drivers of effectiveness - decision rights and information flow elements. 

The future of work

Australia in transition: What does an organisation of the future look like?

Aligning talent with work

The future of work will require organisational models and structures that will deliver maximum agility, flexibility and responsiveness. Organisation design can bring clarity to individual role accountabilities vs. more formal governance requirements, in line with both internal needs and in externally regulated environments.

The future of work


Organisations are exploiting consumer-oriented styles and technologies to create the kinds of collaborative and data driven work environments that drive agility, innovation and workforce effectiveness. 

New ways of working


Organisations are experimenting with activity based workplaces, and working from home inititatives, and it is decreasing their real estate overheads significantly. ABW requires fewer desks, storage areas, and space per person, whilst offering different styles of spaces to suit various types of work.

Emerging trends in real estate - Asia Pacific 2017


As workplaces are increasingly supported by collaboration and communications technologies, employees become independent of their location. Opening new lines for collaboration across silos and locations can shortcut problem solving within the organisation. Employees can enjoy how the increased flexibility supports better work-life balance, however the pressure to be "always on" must be managed. The workplace culture needs to find new ways of developing trusted relationships across virtual networks.

Sharing offices in a sharing economy

Why advancing densification of US office space is opening up a new era of opportunity and creativity for developers

Cities are growing fast but are they growing in the right way?


Workforce dynamics - the state of jobs today and where they're headed - are changing. How can employers best manage and optimise the workforce for success in the years ahead?

The future of work

Work-life 3.0

Working hours

As organisations strive to be agile and flexible, these attitudes will increasingly extend to working hours. Potential working arrangements include working part-time, job sharing, varied work hours and telecommuting.

An anytime-anywhere approach to business requires a culture of trust. The right technology enablers support staff in flexing their hours in ways that support their clients, and can nurture staff satisfaction and engagement.

The future of work

Work-life 3.0

Women In Work Index: Closing the gender pay gap

Using an office move to supercharge your strategy and culture

Culture can be slow to change, but environment may have a big influence on behaviours. Moving offices presents an opportunity to assess culture and how to better align it to strategy. The design an environment to foster the right behaviours and culture.

New ways of working

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