Client Issue

The client, an international insurance company with a leading set-up in our territory came to PwC’s Academy to ask for assistance to organise mandatory training required by the local Financial Services Regulator.

The company’s Risk Office who was legally required to report back to the regulator about the training activity had no extensive learning knowledge beyond the company’s annual training that they organised using a face-to-face modality.

The learning requirement was now even bigger and they required administrative learning capacity to do so to reach out to all employees and Tied insurance intermediaries on an on-going basis and with timely reporting to the regulator.

Our Approach

We partnered up with the client’s risk office, human resources and business office to design and develop a learning management platform to enable them to organise the different learning modules around the different employee and supplier groups, pushing the appropriate learning content according to their learning plan and strategy , triggering assessments when required and automating the learning analytics they required on a periodic basis.

The business model was a managed service engagement where our learning team worked hand in hand with their learning team and subject matter experts to not only administer the learning but also to design and develop other modalities of learning which could result to be more effective and efficient such as assisting them with content curation and development of e-learn SCORM packages for on-demand type of training.

Business Impact

The client benefited from a digital tool that created efficiencies not only for its learning office in terms of administration and organisation but also for the subject matter experts’ time alternatively spent in class rather than on the business.

It enabled the client to pinpoint certain areas of learning requiring more enforcement through the analytics. It has also supported the risk office to do a better evaluation of the preparedness of their tied insurance intermediaries.

The online modality proved to be less costly than classroom training whilst at the same time leaving the classroom modality for coaching content rather than theory content.

Moving forward the client can continue developing the platform around their competency framework to ensure a more comprehensive and holistic view for their talent development.

Client Issue

Our client, a large government entity, wanted to embark on a major business transformation programme, involving significant changes to existing business processes across the organisation, our client needed to build leadership capability to support the implementation of this significant business change

Our Approach

We took a tactical results-oriented approach, and built a capability programme directly linking the strategy implementation to the leadership engine, creating a cadre of expert, cross- functional leaders, and strengthening the overall leadership systems within this government entity.

Business Impact

Our interventions equipped the leadership teams with the cross–functional awareness needed to operate collaboratively and effectively. In addition, we built the capability to transfer these new leadership skills that cascaded down across the organisation.

Client Issue

The client had a need to develop their cross functional team in both knowledge and skills. This was important in the light of the organization’s strategic goals, including attracting and retaining key employees. The client’s subject matter experts had developed and facilitated a training programme which had run for a number of years, nonetheless, there was a need to redesign the programme to:

• Reduce the number of face to face training hours
• Secure a better alignment of the different training modules provided (a clear relationship between different modules and less overlap)
• Ensure more variety in learning delivery by the client’s subject matter experts

Our Approach

We evaluated previous deliveries of the programme and identified skills gaps through interviews with senior managers, facilitators and former participants. Based on the outcomes, we designed and developed a learning framework and together with the client’s subject matter experts, we designed the new learning programme. To support them in designing a more varied learning programme and focussing on applied learning, we facilitated the train the  trainer sessions and design sessions per training module. To ensure the continuous improvement of the programme, we put a new learning evaluation system into place which measured the impact upon finalizing the programme as well as the extent to which the learning is put into practice.

Business Impact

The new programme was better aligned with the objectives of the organization. In addition, it reduced the number of hours of face to face training and was more aligned with the learning needs of existing and new employees. It offered a varied programme, during which participants needed to apply the gained knowledge and skills during a closing session with a jury of key stakeholders. The impact measurement method that was introduced offered a practical solution to continuously evolve the learning programme.

Client Issue

A fast‑growing organisation operating in the technology and online services sector identified the need to strengthen leadership capability among its line managers.
Key challenges included managing cross‑cultural and geographically dispersed teams, clarifying line manager roles and expectations, and balancing people leadership with operational and business objectives. The organisation also sought to improve alignment between corporate goals and team‑level delivery, particularly in an increasingly digital and remote working environment.

Our Approach

PwC’s Academy designed and delivered a bespoke, bootcamp‑style leadership programme tailored to the organisation’s needs.
The two‑day training targeted both new and experienced line managers. The programme addressed practical leadership challenges through interactive sessions, real‑life scenarios, and targeted content covering people management, boundary setting, and cross‑cultural leadership across locations.

Business Impact

Line managers were equipped with greater clarity on their leadership role, enhanced people management and communication skills, and practical tools to lead diverse and remote teams more effectively.
The programme supported stronger alignment between people needs and business priorities, improved confidence in delegation and accountability, and fostered a more consistent leadership approach across the organisation.

Client Issue

A financial services organisation sought to strengthen the leadership skills of its first‑line leaders to improve decision‑making, engagement, and team performance. The focus was on enhancing how leaders manage themselves, their teams, and organisational systems, with key employees identified for a tailored leadership journey.

Our Approach

PwC’s Academy designed a bespoke, blended leadership programme structured around Managing Self, Managing People, and Managing Systems. Delivered over 6–12 months, the programme combined short face‑to‑face sessions with asynchronous learning, psychometric assessments, reflective activities, and optional one‑to‑one coaching, supported through a dedicated LMS learning journey.

Business Impact

Participants developed greater self‑awareness, emotional intelligence, and coaching capability, alongside improved delegation, accountability, and decision‑making skills. The programme supported more consistent leadership behaviours, stronger team dynamics, and a clearer alignment between people management and organisational objectives.

Client Issue

An organisation sought to strengthen its employees’ transversal skills while also reinforcing team cohesion and collaboration.The focus was on addressing communication effectiveness, emotional intelligence, wellbeing, and time management across a diverse group holding different seniority levels. The organisation required a highly interactive, hands‑on programme delivered within a short timeframe.

Our Approach

PwC’s Academy designed a bespoke, blended transversal skills team‑building programme, developed using the ADDIE methodology. The programme consisted of three highly experiential face‑to‑face sessions supported by short pre‑ and post‑session asynchronous activities including interactive workshops, role‑plays, group exercises and team‑building activities.

Business Impact

Participants strengthened their communication, emotional intelligence and collaboration skills, while gaining practical tools to improve wellbeing, resilience and time management. The programme supported stronger team connection, increased self‑awareness, and more effective day‑to‑day interactions, contributing to a more engaged, balanced and collaborative working environment.