GLT Council

At Oliver Wyman, we are eager to bring a range of perspectives into the decision-making process of our leadership team. Today's unique environment, marked by an unprecedented pace of disruption and evolving expectations from the workforce, requires even more management agility as well as a strong sense of culture and belonging. Our response: inviting a group of non-executive employees from all industry groups and job families, representing a wide range of backgrounds and identities, to shape major firm decisions.

Jim is a Manager in the CCQS (Compliance, Certification, Quality, and Safety) practice. He has been at Oliver Wyman CAVOK for almost eight years.

What do you do outside of work for fun? I like to visit breweries, wineries and hike in the mountains.

What are you most excited about this year as a member of the GLTC? Working with the leadership team at OW and having the opportunity to make a difference on how OW operates.

Patricia leads External Affairs in our European region and press activities in the UK and Ireland. Patricia is based in London and has been with Oliver Wyman for four years.

What do you do outside of work for fun? I stay active, and enjoy exploring new places as well as reconnecting with my native countries and spending time with family.

What are you most excited about this year as a member of the GLTC? I’m excited to work with the Council and our leadership, and to connect with colleagues from across the globe.

Neil is a New York based Art Director within the design team aligned to The Oliver Wyman Forum. Neil has been with Oliver Wyman for six years.

What do you do outside of work for fun? Outside work, I enjoy chasing my 2-year-old daughter. I love walking in the city, exploring galleries, and daydreaming with audiobooks as well as camping, canoeing, and hiking with friends. Eventually, I plan to pursue my own art again.

What have you found most rewarding about being a member of the GLTC? The experience is rewarding and empowering, providing direct exposure to senior leadership. Sharing honest reflections and shaping ideas before they reach the GLT has a significant impact on understanding the firm. In addition, it offers valuable learning and growth opportunities for employees.

The Council introduced a peer-to-peer recognition and reward system in 2021, which is now a permanent part of our firm. The program recognizes colleagues for above and beyond contributions – so far, the program has recognized over 3,000 colleagues and awarded them with spot bonuses.

The council conducted an in-depth study of Oliver Wyman’s culture, identifying what we want to strengthen and hard truths about where we can change. The study has helped spur significant work at the top of the house to build upon our strong culture as the firm adapts to the ‘new normal’.

I was incredibly inspired by how sharp, kind and committed my fellow Council members are, but was also heartened by the quality of care and attention we got from firm leadership. There are obviously practical constraints to any change, but overall, everyone in the room was committed to making the firm better for our people and our clients

Alice, 2021 Council

The purpose of the Council is to inject new perspectives into the decision-making process. I am inspired by how much leadership welcomed controversial, sometimes ‘boat-rocking’ views from the Council

Tim, 2021 Council

I truly enjoyed the opportunity to work with such kind and inspiring people on the Council. It was also very rewarding to see the impact we were making on the organization on important topics, like review and feedback mechanisms

Sam, 2021 Council

IN THE NEWS

“Shadow boards” are on the rise, but don't be alarmed.

A shadow board is a committee of typically younger employees who come together within a firm to advise the management team on key topics, such as company culture, product marketing, trends in technology, and sustainability efforts. They are not an official board, of course, but their views often supplement those of experienced, much older corporate directors and C-suite leaders.

Shadow boards appear to be catching on right now, possibly because they can support companies at a time when significant shifts—climate change pressures, a growing labor movement, and expectations that companies respond to social issues—make it important for leaders to remain in touch with youth culture. What’s more, these advisory groups give some businesses insight into their customers’ tastes and passions. As such, companies like the Body Shop and Mövenpick Hotels & Resorts have embraced the trend.

Fortune
Read article here

Andrew Pérez is 24 years old and started working at the management-consulting company Oliver Wyman three years ago. He already has a direct say in how the company runs.

Pérez can even text the head of financial services whenever he wants.

That's because Pérez, who graduated from Harvard in the thick of the pandemic, serves on the company's "shadow advisory board," which gives him access to the firm's senior leaders. The 20-person board — officially called the Global Leadership Team Council — is made up of employees below the executive or director level and runs parallel to the firm's executive board.

Juliana Kaplan and Rebecca Knight
Read article here

This is an unusual moment in the history of labor, with unprecedented attrition across all industries despite rising wages. In the United States alone, more than a third of all workers left or changed jobs in 2021, up from 25% in 2020 and twice the rate experienced a decade ago.

Workers today enjoy more bargaining power than they have in generations. Some companies, amid an intensifying war for talent, are redefining the employer-worker contract. They are setting aside long-held assumptions about how, where and even why people work, striving to better understand the motivations of their workforce. They recognize that leaders need to inspire and relate to their teams in new ways to keep people engaged and productive.

Mariya Rosberg, Christina Kyriakides and Shamarah Hernandez
Read article here

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