SAAB ACCOUNT INTELLIGENCE PRIVATE · P0–P2

WORKING MODEL · TO BE ALIGNED WITH GLOBAL AC ACCOUNT PLANNING

Move locally.
Show up as one firm.

This 90-day model is designed to mobilise Andersen around Saab without slowing down legitimate local business. It is a practical starting point—not yet Andersen’s official global account methodology.

THE OPERATING PRINCIPLE

Local initiative should continue.
Strategic representation should be coordinated.

Coordination is not an approval gate for every meeting, proposal or consultant request. It helps Andersen present one coherent firm when an approach is strategic, cross-border or depends on combined capabilities.

THE FIRST 90 DAYS

Three blocks. One progressively stronger account.

Each phase produces a usable result. We do not wait for a perfect global account plan before creating value.

01

DAYS 1–30

Build the shared picture

Understand what Andersen already knows, who already knows Saab and where coordination can add value.

  • Confirm sponsor, mandate and Account Lead role.
  • Map relationships, active dialogues and prior work.
  • Connect Saab’s countries, industrial system and decision structure.
  • Inventory relevant Andersen capabilities and constraints.
  • Separate facts, internal intelligence and hypotheses.
OUTPUT · A SHARED ACCOUNT PICTURE
02

DAYS 31–60

Shape a few joint plays

Turn the shared picture into a limited set of credible approaches where Andersen’s global structure matters.

  • Group signals around a few strategic themes.
  • Link themes to countries, relationships and capabilities.
  • Distinguish entry work from long-term positions.
  • Name a responsible partner for each priority play.
  • Form customer hypotheses and discovery questions.
OUTPUT · 3–5 QUALIFIED ACCOUNT PLAYS
03

DAYS 61–90

Activate and learn

Move from internal mobilisation to controlled customer dialogue and let real Saab priorities reshape the plan.

  • Select the right Saab roles for each conversation.
  • Use the strongest Andersen relationship to open the door.
  • Prepare coherent, shared conversation material.
  • Test a limited number of strategic approaches.
  • Advance, reshape or stop based on evidence.
OUTPUT · VALIDATED NEXT MOVES

LIGHT COORDINATION

Coordinate the strategic interface—not every local action.

The Account Lead should increase speed and coherence, not become a commercial bottleneck.

COORDINATE

When Andersen represents a broader relationship

  • C-suite, group or business-area approaches.
  • Cross-border or multi-firm opportunities.
  • Combined Andersen capabilities or a global proposition.
  • Activity that may affect another Saab dialogue.
  • Material commercial, legal or reputational exposure.
CONTINUE

When a legitimate local opportunity can move now

  • A local relationship opens a bounded assignment.
  • The work does not claim to be a global Saab engagement.
  • The relationship owner remains visible.
  • Parallel activity is checked and relevant learning is shared.
  • Normal firm, conflict and quality controls still apply.

SHORT FAQ

What the mandate does—and does not—mean.

Working answers for mobilisation. They may be refined after alignment with Kathleen Calabro and Dale Fedun.

Does this mean we cannot contact Saab without central approval?

No. Local business development should continue. Strategic, cross-border or firm-wide representation should be visible to the Account Lead so Andersen can avoid collisions and present a coherent position.

We can place a consultant in accounts receivable. Can we pursue it?

Yes. Move at business speed. Register the dialogue, keep the relationship owner visible, check for relevant parallel activity and feed useful learning back into the shared account picture.

Does the Account Lead take over local client relationships or revenue?

No. The role coordinates the shared account interface and mobilises capabilities. Relationship ownership, delivery responsibility and commercial allocation must remain transparent and follow agreed Andersen rules.

When do we need a coordinated Andersen approach?

When we approach senior Saab leadership, combine several firms or countries, introduce a global proposition, or risk affecting another active dialogue.

Is this Andersen’s official global account method?

Not yet. It is the Saab team’s working mobilisation model. It will be reconciled with Andersen’s global account-planning approach after the upcoming discussions.