Identifywhatstrategic leadershipmeasuresin PwC Australia, includingsafeguardsandmandatedinternal controlsto maintain compliancewith contractual obligations and standards(Topic 5b slides 5, 6, 9, 12 and 19)should have been taken topreventthebreach of trustandconflict of interestbetween advising the Australian Tax Office onnew laws and regulationsto reduce multinational corporations avoiding tax - and simultaneouslyadvising these same multinational corporations on ways to anticipate and get around these proposed new ATO laws and regulations.

2.Investigateandsummarisethe ethical failures and reputational damage admitted by Acting CEO Christin Stubbins and new CEO KevenBurrowes.

3.Identify anyother crucial failuresofstrategic leadership in PwC toapply and maintainethicalprinciples(Topic 6-Applying Ethical Principles -slide 22),andsafeguard against the ethical threatsto independence of action(Topic 6 slide 23 -27)ofthat have been made public by the tax leak scandal,including:

Corruption?Breaches of confidentiality - failure to maintain confidentiality withgovernmentdepartments and agencies?Failure to uphold professional standards? Failure to comply with government rules andrequirementsfor consultants?Integrity failures?Governance failures?Transparency failures?Social Responsibility failures?

4.Evaluatethe successor otherwiseofthe previous CEO (who resigned) andActing CEO Christin Stubbins'initialstrategy to'ringfence'(put a protective barrier around)andconfine the scopeofpolice, government andjournalistsenquiriesinto who was involved inthe tax leak scandal. Is this 'ringfencestrategy' going to succeed inminimisingthe extent of the scandal-andenablePwC to continue bidding formulti-million $contracts with Australian Government departmentsincluding theReserve Bank and the Australian Federal Police(who are now investigating PwC)?.(Topic 12: ProjectManagement - slide 5 on scope - especiallychanging the structure of an organisation

5.Assessthe latest strategy by PwC's global leadershipand newly appointed CEO KevinBurrowesto 'rescue' the reputation and ongoing financial viability of its PwC Australian division:sell off the government consultancy arm - worth $250+million annually before the scandal broke - for $1 to Allegra, then create a new entity called 'Bell' and transfer 1000+ PwC staffinvolved in government consultancy projectstoit. a)Do you agree with Senator BarbaraPockockthat this isjust a 'phoenix' strategyi.e.close down a business after it gets a bad name (or big debts), then reopen under a new name andnewABN? b)Isitlikely to be a successful leadership strategythatwins back the confidence of the Australian Governmentand/or the NSW Government,in your judgment?

(Refer to Topic 6 - slide 14: Resolving ethical conflicts; and slide 15 Tucker's Framework of 5 Questions)