Change is hard. But change is particularly hard when you’re in charge of an ambitious global digital transformation journey. Christine Robertson — Marketing & Sales Leader at PwC Canada — understands this all too well, having found herself at the helm of PwC’s efforts to become a digitally enabled network of firms. Currently, the PwC network is spread across 158 countries with more than 236,000 employees and 11,000 leaders.

PwC dates back to the 1800s, but it has gradually expanded its business offerings to include technology consulting, as well as advisory, audit, and tax. As PwC increased its global footprint, each new region created processes and systems that were uniquely tailored to its local culture. This ultimately resulted in siloed regional offices, disparate technology systems, and complex multilayered structures. These disconnects hindered the firm’s ability to globally collaborate, which presented real challenges for leaders like Reggie Walker, Chief Commercial Officer at PwC U.S.

“For us to serve our clients better into the future and meet their expectations, we needed to bring our network together,” Walker said.

PwC established a global strategy to help the network become a digitally enabled organisation better able to thrive in the digital revolution. This shared vision would enable PwC to harness its internal consulting experience and transform its sales and marketing operations to ultimately better serve its clients.

At the start of the journey, PwC partnered with the Success Cloud Expeditions team to cocreate a vision for adoption, including developing engagement models and determining KPIs to measure success. Through this process, the team discovered some universal threads across the breadth of learning styles within PwC’s workforce.

“People get bored. If you look at adult learning, no one wants to sit in a classroom or join a webinar,” Robertson said. “We needed people to learn new behaviours without using traditional learning models. We had to make it fun.”

Through human-centered design techniques and applied behavioural science, PwC’s team of specialists channelled their consulting expertise to create a variety of highly personalised and fun learning tools. This included everything from interactive escape room sessions, to white glove, one-on-one coaching, and guided in-app learning.

“The escape room sessions had amazing feedback in Canada. So then we thought, how do we scale this to Brazil or Sweden or Africa?” Robertson said. “We couldn’t do one-size-fits-all, so we focused on testing and iterating to get models that worked.”

While PwC continues to roll out its sales and go-to-market transformation globally, member firms have seen astounding success already with 14 deployments in 87 countries. Currently, more than 65,000 users are live on Salesforce.

PwC’s focus on prioritising user adoption paid off: Over 90% of key internal stakeholders logged in within the first week of the U.K.’s go-live. There was a 151% increase in the value of recorded opportunities during the first month. In the U.S., sales pipeline grew 300% in 2017 due to Salesforce adoption. PwC has noticed that client teams with the strongest adoption are winning 8%–10% more business.

Now more than 80% of the network’s revenue is captured in Salesforce, enabling networkwide visibility into the global sales process. The member firms saw a 25% increase in won opportunities in the first year of transformation.

The people-first approach has successfully helped leaders like Reggie Walker drive adoption and equipped them to better service their clients’ own digital transformation projects. “We are reimagining our client experience, and viewing our customers differently than before,” Walker said.