“It's around each of these lines of business having their own ambitions and their own go-to-market strategy, so it's really critical that their transformation is as close to the customer as possible,” she said of the multiple transformation office structure.
“I call it ‘anchor yourself in flexibility’.”
In addition, as CDIO Visch is leading a number of digital literacy programs and academies aimed at upskilling staff, and also has oversight of a local data office that links through to PwC’s global data office.
Though still within her first weeks as CDIO, Visch said her “first observations” of PwC Australia is that there are “some really strong capabilities that sit in the organisation”, particularly around automation and infrastructure.
More broadly, the consultancy has an enormous amount of systems, resources and practices that can be leveraged from its global operations.
Already, Visch said she had connected with key regional and international counterparts, which had opened doors.
“What's in-system is really quite mature and progressive, and so [for me] it's really about how to reach and lean into the global network, and really turbocharge what is here in Australia,” Visch said.
“We can use global resources both to get the basics right but also to find accelerators that can drive complex outcomes for our teams much faster.”
Visch said that she had also observed considerable enthusiasm and engagement within the broader PwC Australia team to make use of emerging technologies in the creation of products that solve business problems.
She is particularly enthused about the creation of a skilled services hub in Adelaide that can be used by PwC to uplift its own organisation, as well as to uplift others to be leaders in their own respective industries.
“I see technology as really the pulse of the business. It's that underlying capability that really propels an organisation, and whilst it's tech-led, it's human powered,” Visch said.
To that end, Visch intends to bring her own leadership style and strategies to the firm, with a focus on “developing people, lasting connections, continuous improvement, and collaboration.”
“For me, as a leader in technology, the first thing that I always start with is care – care for the teams and for the people, and making sure that through care and interest we help teams have clarity in what they do,” Visch said.
“Technology has moved at such a rapid pace over the last decade, and even exponentially over the last two to three years, that to really be able to give teams that ability to develop, shift, change, test, learn, unlearn, relearn, and innovate in both their thinking and what they do is critical to myself as a leader, and also to the technologies and how we deploy them.”
Visch noted the potential for technology to be 24×7 and overtake people’s lives.
“Major incidents can keep people up at night,” she said.
“But if we think first around the people, and then we deliver the technology that is as hardened, rigorous and resilient as possible, then we will have operational excellence, we will minimise impact to the technology and therefore have amazing client experiences.
“It all starts with we're all people helping people. We're humans doing the best we can every day.
“And then if we take that lens through the way that we do our work, and then deliver amazing outcomes, I think it's just a great way to harness teams behind a broader purpose.”