A platform for growth
Throughout this period, I’ve held on to a quote from Ernest Shackleton: “Optimism is true moral courage.” We have been very much focused on the well-being of our people and the financial health of our business, but at the same time we planned for growth, retained jobs, and decided to invest for the future – with the aim of being even stronger at the end of this crisis.
Most importantly, our investment strategy is based on a thorough market assessment – where we expect market demand to be in the future. For instance, there is no question that every business will need to have technology at its core, especially given that COVID-19 has accelerated adoption – not only in how companies operate, but how they serve their customers. We’ve addressed that ourselves by appointing Catriona Campbell, our first Chief Technology Innovation Officer in EY UK&I.
Another big agenda in the market is sustainability, climate change and energy transition, so it’s critical that we have the people and the infrastructure to support our clients with those issues.
The power of collaboration
I’m also keen that we work much more collaboratively with other businesses and our EY Alumni who represent an important part of our business network.
The traditional view that an organisation has all the answers itself will stifle the pace of growth. We are challenging that mindset at EY, and becoming part of a forward-thinking ecosystem of companies, at the forefront of innovation, to provide our clients with the very best and latest solutions. Imagine the power of working in collaboration with that ecosystem to bring a whole new level of proposition to our clients.
It’s amazing how the pandemic has driven innovation. A combination of changing working patterns and technology has forced people to think differently, and created real opportunities to transform the business model. And it’s the companies that are focusing on the positives or opportunities of COVID-19 that are leading the way.
Ambitions for the future
Looking back on my time in role so far, a highlight for me is, undoubtedly, how we have come together, especially in a virtual world, to work more collaboratively than ever. I’d say that the enhanced drive to ‘team’, in a client-centric way, has certainly been inspired by the new body of 26 Partners we established in 2020 – the Performance Management and Investment Committee (PMIC).
Related article
The PMIC pools the strengths and experiences of our leaders, representing service lines, sectors, geographies, and operations, with the united ambition of significantly growing our UK&I business in the next three to four years.
By bringing the best of EY, and our ecosystem of partners, we can help even more businesses solve their most complex issues and transform. But my ultimate ambition is to take this business to new heights and for EY to be the growth leader in the UK & Ireland market.
I’d like to be known as a leader who has injected new thinking and energy to help our people achieve the extraordinary, individually and collectively, so that we are able to lift our personal potential to the next level. And therefore, as a business, and with our clients, we are seen as a highly energised, highly motivated and highly engaged organisation.
Summary
Having reacted to the pandemic with great fortitude and resilience, EY teams are now preparing for growth, putting people, technology and partnerships in place to support clients with the issues they face in an evolving world.
