Turning change upside down. How new insights are changing old assumptions. By Warren Parry and Randy Wandmacher
|
|
- Amanda McCoy
- 6 years ago
- Views:
Transcription
1 Turning change upside down How new insights are changing old assumptions By Warren Parry and Randy Wandmacher
2 Many executives believe organizational change is an inherently messy, chaotic process. Without a doubt, change can derail business. That s because leaders have thus far been managing it using faulty assumptions and outdated mental models. It s time to turn that world of organizational change upside down. Today s wealth of data and powerful analytics capabilities now make it possible to employ new, quantitative approaches to managing organizational change. Such approaches enable leaders to manage change by using predictable patterns to better navigate around the dangerous pitfalls. Instead of relying on business intuition and executive judgment, which can often be faulty, corporate leaders and managers can now base their decisions on hard data namely, the experiences of hundreds of thousands of people who have undergone change initiatives telling us exactly what s worked in the past versus what hasn t. Using these new data-centric, insightdriven approaches, organizations can better understand and manage the people issues that have plagued many change programs. The failure of change initiatives typically has less to do with the hardware of the organization than the software of the organization. Software issues include poor leadership, discontent staff and lack of buy-in with the corporate vision. In the past these issues have been difficult to assess and address. Today s sophisticated quantitative approaches are helping to demystify the people side of organizational change. 2
3 Misguided myths about change Over the past 15 years, we have studied 250 major change initiatives 1 at more than 150 organizations, including dozens of Fortune Global 500 corporations. Altogether, we have now collected data from over 850,000 employees, from front-line staffers through leadership at all levels, including team managers, divisional heads, and corporate executives. The resulting analysis of that dataset representing the cumulative wisdom of experienced change travelers has helped to dispel many conventional myths about organizational change. Myth #1: Too much change, too fast, is destructive. Wrong! According to our data, the highest-performing organizations actually thrive on change. They have more change taking place 30 to 50 percent more initially and at a faster pace than their lower-performing counterparts. They have a strong capability to drive ongoing change and, as a result, they achieve far greater benefits from their change programs. Myth #2: Change causes organizations to go off track. Many executives don t truly understand why businesses falter during organizational change. When we examined those groups with change programs that had gone off track, we found that 85 percent of them already had major underlying issues before implementing their initiative. In other words, the widespread assumption that change causes employees and organizations to go off track is not correct. People might blame a change initiative for their problems, but our research shows that a dysfunctional culture and behaviors for example, poor management or a pervasive silo mentality that prevents different divisions from collaborating are typically ingrained in the organization prior to the implementation of change. Cracks then appear when a change program comes along exposing the dysfunctions that the organization had previously been able to handle. Change does not go off track, for example, when there s a solid foundation of trust and confidence in leadership at all levels. Simply put, change does not cause organizational dysfunction. It merely exposes it. Myth #3: Performance will dip during the early stages of change. Many traditional models that describe the different stages of change assume that, in the beginning of an initiative, people s inertia and resistance need to be overcome, and that s why performance will typically dip before rising. But our results refute that. For high-performing groups, business performance specifically, cost management, customer service levels, and effectiveness rises continuously from the start of a change initiative to its end. Myth #4: People need to understand changes before committing to them. According to the commitment curve, which is one of the building blocks of many traditional change management strategies, people must first become aware of the need to change and have an intellectual understanding of it before they can embrace or commit to it. But our research shows that, although that progression is true for the lowest-performing groups, it is actually reversed for high performers, particularly in the early stages of change. For high-performing groups, trust in leadership is so high that people are essentially willing to get on the bus even before they know where it s headed. They first commit emotionally and are happy to find out where they are going, as they move along. Organizations with trusted leaders can begin implementing and accelerating a change program without first having to educate employees about the specific details. Getting this right up front can be the difference between failure and success with quantifiable benefits. 3
4 A smarter way to be change smart Many organizations have implemented specific change capability initiatives as part of their human capital strategy in order to make employees change smart before embarking on change. Even though such efforts are generally well-intentioned, they are often misguided, having little direct impact on the business outcomes the organization wants to achieve. Change smart doesn t necessarily mean rolling out stock standard solutions such as more communication, increased employee training, better team leadership, and improved accountability. These might be the favorite go to items on many organizations change agendas, but they are not the most critical drivers of successful change. Our research has shown that, although important, those factors play only relatively minor roles in the success of change programs. When it comes to improving business performance, the most critical drivers are strong business leadership, good systems and processes, clear vision and direction, and high passion and drive. Our research also clearly shows that different combinations of those drivers are needed to attain different organizational outcomes. Manage these well and you dramatically increase the odds of achieving improvements in business performance. When it comes to improving business performance, the most critical drivers are strong business leadership, good systems and processes, clear vision and direction, and high passion and drive. What drives improvement in business performance? Driver Business Leadership Systems and Processes Vision and Direction Passion and Drive Skills and Staffing Teamwork Fear and Frustration Accountability Communication Team Leadership Strength The challenge, though, is that many important factors like leadership and people s emotions are intangible and difficult to measure. And that s one of the reasons why many organizations tend to focus on more tangible areas like communication and employee training, which are relatively easy to measure and manage. In the future, though, sophisticated analytics and new digital approaches will help organizations bridge that gap. For example, automated text analyses of written survey responses, comments from a workshop, social media posts, and other sources will enable managers to determine the psychological state of employees on a team. Using such systems, businesses will be able to better identify and address potential issues before they become major problems. Armed with this kind of insight, change smart managers can take specific effective actions, efficiently utilizing precious resources only when and where they are needed. 4
5 Developing a fitness for change The ultimate goal is to continually build change capability into the heart of the organization, leaving people in good shape to achieve and sustain high performance over the long haul. In our dataset, we found that just 10 percent of groups had that type of change capability, with strengths across all the drivers of change. Developing this fitness for change is similar to athletes training for a competition. Training in the right way focusing on specific muscle groups for strength and flexibility, for example will build up their conditioning, enabling them to withstand greater exertion without any drop in performance. Fitness for change is now simply a requirement to be in business not something you pay attention to only when change comes along. Just as world-class athletes now rely on cuttingedge digital technologies and analytics to train, organizations should take advantage of insightdriven approaches using sophisticated analytics to better manage their change programs. In the future, these advanced approaches will simply become part and parcel of the way that organizations do business. The days of big ticket discrete change programs, implemented one after the other, are long gone. Fitness for change is now simply a requirement to be in business not something you pay attention to only when change comes along. The workforce of the future will need to manage numerous change initiatives simultaneously, and for that businesses would be wise to guide their efforts and systematically build their capabilities through the use of rigorous change analytics. Otherwise, they risk making bad decisions based on flawed assumptions and mistaken conventional wisdoms about what really drives successful organizational change. 5
6 Contact the Authors: Warren Parry Sydney, Australia Randy Wandmacher Detroit, Michigan Co-author: Tim Gobran San Diego, California Join the Conversation: 1 These initiatives included restructurings, acquisitions, technology implementations, cost reductions, downsizings, and new product entries. The organizations studied were across a wide range, spanning 50 industries and 25 countries. About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 336,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$30.0 billion for the fiscal year ended Aug. 31, Its home page is About Accenture Strategy Accenture Strategy operates at the intersection of business and technology. We bring together our capabilities in business, technology, operations and function strategy to help our clients envision and execute industry-specific strategies that support enterprise wide transformation. Our focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership help drive both efficiencies and growth. For more information, or visit Copyright 2015 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. The views and opinions expressed in this document are meant to stimulate thought and discussion. As each business has unique requirements and objectives, these ideas should not be viewed as professional advice with respect to your business. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.
ACCENTURE TRANSFORMATION GPS
ACCENTURE GPS STRATEGIES POWERED BY ADVANCED ANALYTICS SUCCESSFULLY EXECUTING HIGH-IMPACT PROGRAMS digital transformations, mergers & acquisitions, enterprise and workforce transformations, new business
More informationThe broken link: Why cost reduction efforts fail to fuel growth. By Mark Pearson, Bill Theofilou and Kris Timmermans
The broken link: Why cost reduction efforts fail to fuel growth By Mark Pearson, Bill Theofilou and Kris Timmermans The rules of competitiveness are changing and businesses must fire on all cylinders to
More informationBreaking free from the cost-cutting cycle in the life sciences industry
Accenture Life Sciences Rethink Reshape Restructure... for better patient outcomes Breaking free from the cost-cutting cycle in the life sciences industry It s time to think differently about strategic
More informationDigital Disruption. Embrace the future of work and your people will embrace it with you
Digital Disruption Embrace the future of work and your people will embrace it with you Contents A window of opportunity for the workforce of the future 3 Preparing the digital workforce 4 Capitalizing
More informationSMART SPENDING IS NOT JUST ABOUT THE NUMBERS
SMART SPENDING IS NOT JUST ABOUT THE NUMBERS DIANA BAREA, SHAMMAK BANERJEE, PATRICIA FELICIANO AND JAN MUELLER GET THE COST TRANSFORMATION MINDSET RIGHT AND THE FIGURES FOLLOW Just 36 percent of senior
More informationSuccess or stagnation in the communications industry?
Success or stagnation in the communications industry? Unlock the value of your workforce in the digital age By Deborah Brecher, Peter Hansen and Ryan Shanks Winners in the communications industry will
More informationHITTING THE GROUND RUNNING. An Innovative Onboarding Program for New Hires in Accenture UK
HITTING THE GROUND RUNNING An Innovative Onboarding Program for New Hires in Accenture UK COMPANY PROFILE Accenture is a leading global professional services company, providing a broad range of services
More informationBranching out: The case for the human touch in banking. by Frederic Brunier and Stefano Trombetta
Branching out: The case for the human touch in banking by Frederic Brunier and Stefano Trombetta Everyone loves Apple. Its beautifully designed products and unparalleled in-store experiences promote a
More informationDo You Have a Winning Hand? Driving Total Value of Ownership through Strategic Procurement
Do You Have a Winning Hand? Driving Total Value of Ownership through Strategic Procurement Accenture Strategy has found that procurement masters do not only contribute to the bottom-line, but also to the
More informationEmbracing Mobile Commerce: How Accenture and Paydiant Help Companies Move Beyond Payments
Embracing Mobile Commerce: How Accenture and Paydiant Help Companies Move Beyond Payments 2 As smartphones become the norm, more people want to use their phones to make their daily lives more convenient
More informationValue unchained. Linking into the network effect of digital platforms. by Miguel Custodio
Value unchained Linking into the network effect of digital platforms by Miguel Custodio Value unchained Changing consumer behaviors, industry convergence and technology innovation are moving industries
More informationFinding Hidden Value through Workforce Optimization Solutions. Enabling evidence-based decision-making
Finding Hidden Value through Workforce Optimization Solutions Enabling evidence-based decision-making Police services today face escalating demands for efficiency and effectiveness from citizens and governments
More informationGERMAN EDITION TIM GOOD ROUVEN FUCHS MICHAEL LILEY
GERMAN EDITION TIM GOOD ROUVEN FUCHS MICHAEL LILEY GRADUATES ARE FEELING THE LOVE Interest in working for large companies increases as university graduates gain real-world experience. The 2017 Accenture
More informationFUEL THE CORE OF YOUR MEDIA AND ENTERTAINMENT BUSINESS
FUEL THE CORE OF YOUR MEDIA AND ENTERTAINMENT BUSINESS Three growth strategies A NEW WAVE OF CRISIS IS LOOMING FOR TRADITIONAL MEDIA COMPANIES Recent research by Accenture and Ovum reveals that media companies
More informationARTIFICIAL INTELLIGENCE IN AEROSPACE AND DEFENSE FROM AMBITION TO ACTION
ARTIFICIAL INTELLIGENCE IN AEROSPACE AND DEFENSE FROM AMBITION TO ACTION Many aerospace and defense executives find themselves unable to use Artificial Intelligence to drive operational efficiencies and
More informationAccenture Customer Engagement. A Comprehensive Digital Marketing Managed Service Built on Adobe Marketing Cloud
Accenture Customer Engagement A Comprehensive Digital Marketing Managed Service Built on Adobe Marketing Cloud Accenture Customer Engagement A Comprehensive Digital Marketing Managed Service Built on the
More informationGetting smarter. How smart services are disrupting the manufacturing industry
Getting smarter How smart services are disrupting the manufacturing industry 2 Getting smarter: How smart services are disrupting the manufacturing industry On the heels of new, smart, sensor-enabled products
More informationUnlocking potential with SAP S/4HANA
Unlocking potential with SAP S/4HANA 2 Unlocking potential with SAP S/4HANA For businesses looking to take advantage of an always-on, digitally-connected and Big Data-driven world, Accenture has developed
More informationDigital without disruption: Why some companies are failing to fuel growth. Mark George, Nikolas Coffrin and Ryan Nichols
Digital without disruption: Why some companies are failing to fuel growth Mark George, Nikolas Coffrin and Ryan Nichols The allure of digital has persuaded many companies to invest heavily in adopting
More informationPUTTING TRUST TO WORK Decoding Organizational DNA: Trust, Data and Unlocking Value in the Digital Workplace
PUTTING TRUST TO WORK Decoding Organizational DNA: Trust, Data and Unlocking Value in the Digital Workplace Businesses are waking up to a rich new source of growth: vast amounts of data on work and the
More informationPower Generation: Meet the New Digital Field Worker. Digital FIEld Worker
Power Generation: Meet the New Digital Field Worker Digital FIEld Worker 2 Power Generation: Meet the New Digital Field Worker Increasingly, power generators are looking for ways to not only improve plant
More informationMake a real difference with an Accenture Strategy career
Make a real difference with an Accenture Strategy career Turn your ideas into action 2 The future of business and the future of strategy are changing, as corporate leaders embrace new technologies to transform
More informationA Season of Giving: It s Time to Give Gifts to Seasonal Hires (and Retailers)
A Season of Giving: It s Time to Give Gifts to Seasonal Hires (and Retailers) Autumn has barely arrived, but retailers are already thinking about the holiday shopping season and the need to hire critical
More informationCreating value through the digital energy (r)evolution
Creating value through the digital energy (r)evolution Creating value through the digital energy (r)evolution The future for energy providers will not be about a single product, process, service or solution.
More informationEXCELLENCE IN MEDICAL MANAGEMENT
EXCELLENCE IN MEDICAL MANAGEMENT The path to workers compensation profitability is digital KENNETH SALDANHA NIRMALRAJ YUVARAJ SKYROCKETING MEDICAL COSTS HAVE LONG PRESSURED INSURANCE COMPANIES PROFITABILITY.
More informationOGAN KOSE MIGUEL GONZALEZ-TORREIRA RICHARD MYERSCOUGH
OGAN KOSE MIGUEL GONZALEZ-TORREIRA RICHARD MYERSCOUGH In this day and age, making decisions that are uninformed or not driven by data is almost irresponsible. The digital world generates a wealth of insights
More informationSWEETENING THE DEAL DIGITIZING M&A FOR MARKET ADVANTAGE
SWEETENING THE DEAL DIGITIZING M&A FOR MARKET ADVANTAGE Gregg Albert Gerald Duarte Tim Ziemann Historically, strategic M&A has been an art. Today s dealmakers, however, are offered a market advantage that
More informationCan your supply chain avoid extinction? Frank Meuwissen, Markus Hayek and Dr. Stijn-Pieter van Houten
Can your supply chain avoid extinction? Frank Meuwissen, Markus Hayek and Dr. Stijn-Pieter van Houten Slicing and dicing the supply chain to service ever more diverse and demanding customers has become
More informationCapital Markets Rethinking Investment Banking. Solving the Reference Data Disconnect
Capital Markets Rethinking Investment Banking Solving the Reference Data Disconnect Reference data management challenges are well known in the capital markets industry With legacy built-for-purpose silos
More informationAN YOUR SUPPLY CHAIN. Frank Meuwissen, Markus Hayek, Dr. Stijn-Pieter van Houten VOID EXTINCTION?
AN YOUR SUPPLY CHAIN Frank Meuwissen, Markus Hayek, Dr. Stijn-Pieter van Houten VOID EXTINCTION? Slicing and dicing the supply chain to service ever more diverse and demanding customers has become the
More informationSYED ALAM GREG DOUGLASS
SYED ALAM GREG DOUGLASS In 1965, Dr. Gordon Moore suggested that semiconductor companies would double the number of transistors in an integrated circuit every two years. For 50 years or about 40 years
More informationAs-a-Service: The Asia-Pacific advantage
The online journal of high-performance business As-a-Service: The Asia-Pacific advantage By Anoop Sagoo When it comes to service delivery, Asia-Pacific buyers are ahead of their Western competitors in
More informationThe Intelligent Pipeline: Achieving high performance by accelerating the path from data to decision making
The Intelligent Pipeline: Achieving high performance by accelerating the path from data to decision making Trends in the gas and pipeline industries Natural gas is experiencing resurgent growth in North
More informationGIANCARLO POLI SAMUEL CORRAL PHILIP KYTE
GIANCARLO POLI SAMUEL CORRAL PHILIP KYTE LEADING CORPORATE QUALITY DEPARTMENTS ARE SHEDDING THEIR BIG BROTHER REPUTATION. Known for years as the group that delivered the final yea or nay on products, Quality
More informationOutlook. Beyond Compliance
Outlook The journal of high-performance business Sustainability Beyond Compliance Financial institutions have begun to address misconduct issues within their ranks, but resolving them for the long term
More informationFUTURE-READY BANK. Lupus Maltzahn
FUTURE-READY BANK Lupus Maltzahn CREATING THE CONDITIONS FOR BANKING SUCCESS IN THE DIGITAL AGE 2 FUTURE-READY BANK Imagine being asked to invest in a company with a sustained record of return on equity
More informationCELINE LAURENCEAU, MICHAEL HEALD AND JULIEN FANON
CELINE LAURENCEAU, MICHAEL HEALD AND JULIEN FANON Large Australian organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These
More informationINTELLIGENT CUSTOMER ENGAGEMENT REINVENTING SERVICE WITH AI THE POWER OF AI
INTELLIGENT CUSTOMER ENGAGEMENT REINVENTING SERVICE WITH AI THE POWER OF AI BUSINESS SITUATION CUSTOMER SERVICE UNDER PRESSURE The customer service function is at an inflection point. Companies are still
More informationELEVATING CITIZEN ENGAGEMENT FUNDAMENTALLY TRANSFORMING THE WAY A CITY OPERATES DENNIS C. ALBY SIMON GILES
ELEVATING CITIZEN ENGAGEMENT FUNDAMENTALLY TRANSFORMING THE WAY A CITY OPERATES DENNIS C. ALBY SIMON GILES People today are more connected than they have ever been. Headline news, online shopping, paying
More informationTaking the I out of insurance distribution Are you partnering fast enough? By Steven Gunderson, Ravi Malhotra and Talbert Thomas
Taking the I out of insurance distribution Are you partnering fast enough? By Steven Gunderson, Ravi Malhotra and Talbert Thomas New entrants more customer-centric and digitally sophisticated than most
More informationHarnessing technology. Delivering change. Accenture Public Service Technology Consulting
Harnessing technology. Delivering change. Accenture Public Service Technology Consulting The role of the public service technology organization is evolving rapidly. IT was once a cost center isolated from
More informationAN AGILE OPERATING MODEL FOR THE DIGITAL AGE NICHOLAS BAYLEY DIANA BERSOHN AAMER CHAUDHRY STEVE PONIATOWSKI
AN AGILE OPERATING MODEL FOR THE DIGITAL AGE NICHOLAS BAYLEY DIANA BERSOHN AAMER CHAUDHRY STEVE PONIATOWSKI ORGANIZATION TO ORGANISM Digital disruptors are masters of rapid adaptation. It is part of their
More information2017 EDITION MARY LYONS TIM GOOD KATHERINE LAVELLE
2017 EDITION MARY LYONS TIM GOOD KATHERINE LAVELLE GRADUATES ARE FEELING THE LOVE As university graduates gain real-world experience, their desire to work for large companies grows. The 2017 Accenture
More informationAchieving high performance in the chemical industry. Strategies for a new era
Achieving high performance in the chemical industry Strategies for a new era Strategies for a new era Myriad challenges shape the chemical industry agenda: Chemical company executives navigate through
More information2 IS YOUR SUPPLY CHAIN IN A DEATH SPIRAL?
ONLY 33 PERCENT OF OPERATIONS EXECUTIVES SEE THEIR COST INTERVENTION INITIATIVES AS DURABLE. 1 THAT S BECAUSE COMPANIES ARE TRAPPED IN A SUPPLY CHAIN COST REDUCTION DEATH SPIRAL. THEY CHASE INCREMENTAL
More informationIGNITING HR FOR STRATEGIC BUSINESS PARTNERSHIPS
IGNITING HR FOR STRATEGIC BUSINESS PARTNERSHIPS HR AS A STRATEGIC FORCE? THE HEAT IS ON. HR s proper role in helping to formulate and execute business strategy has been the subject of intense discussion
More informationAccenture Enterprise Services for Energy. Delivering high performance in enterprise resource planning
Accenture Enterprise Services for Energy Delivering high performance in enterprise resource planning Accelerating business value A study by the Accenture Institute for High Performance Business revealed
More informationHEALTH PAYERS: REIMAGINE YOUR FUTURE WORKFORCE
Until recently, the U.S. health insurance industry rolled quietly along as it had for decades. Payers workforces ably carried out their responsibilities in an environment characterized by relative predictability
More informationAccenture Business Journal for India Shaping the Future with As-a-Service:
Accenture Business Journal for India Shaping the Future with As-a-Service: Transforming businesses with a new approach to boosting profitability and productivity For many companies in India, improving
More informationHarness digital for hyper-personalized supply chain solutions
Harness digital for hyper-personalized supply chain solutions MARKET DIFFERENTIATOR By the end of 2020, the majority of organizations, expect their supply chain function to be a differentiator, helping
More informationHigh Performance IT Insights. Managing IT Consumerization
High Performance IT Insights Managing IT Consumerization 2 Employees are taking technology decisions into their own hands literally. In a major workplace shift termed consumerization, staff are increasingly
More informationThe Digital Coming of Age. Seizing the Digital Opportunity in Aerospace
The Digital Coming of Age Seizing the Digital Opportunity in Aerospace Digital is transforming the aerospace and defense industry. Or is it? Conventional wisdom would suggest that digital is a pervasive
More informationIT, once considered a supporting player in most companies, EMERGED AS A BUSINESS SUPERSTAR.
As information technology moves from helping businesses to driving them, companies may not appreciate the changes ahead in terms of the technology and its delivery. A FUNNY THING HAPPENED ON THE WAY TO
More informationCRACKING YOUR INDUSTRY X.0 CODE
ACCENTURE@HANNOVERMESSE 2018 CRACKING YOUR INDUSTRY X.0 CODE HANNOVER MESSE 2018 FACTS OVERALL THEME INTEGRATED INDUSTRY CONNECT & COLLABORATE KEY FACTS 23.04. 27.04 6500 Exhibitors >150 Speaker 225.000
More informationMARY LYONS CLAUDY JULES RUSSELL KLOSK FRANCISCO PUERTAS
MARY LYONS CLAUDY JULES RUSSELL KLOSK FRANCISCO PUERTAS Organizations today must continuously react to market forces, change course and reinvent themselves at breakneck speed. In this disruption-fueled
More informationSTOP LISTENING CUSTOMERS TO YOUR (SO MUCH) BRUNO CRESPO ROB HONTS TOM JACOBSON MIGUEL VERGARA
STOP LISTENING TO YOUR CUSTOMERS (SO MUCH) BRUNO CRESPO ROB HONTS TOM JACOBSON MIGUEL VERGARA THE KEY TO A BETTER CUSTOMER EXPERIENCE IS KNOWING WHAT TO LISTEN FOR ON ANY GIVEN DAY. In an earnest attempt
More informationWITH A SIDE OF DIGITAL TRUST NICK TAYLOR ULF GROSSKOPF
WITH A SIDE OF DIGITAL TRUST NICK TAYLOR ULF GROSSKOPF DATA IS CURRENCY. IT IS THE BEDROCK OF A DIGITAL SOCIETY. Imagine running your business without access to customer data. From demographics to personal
More informationDAVID HOLTMANN MICHAEL DENG JOY PETERS
DAVID HOLTMANN MICHAEL DENG JOY PETERS WHEN IT COMES TO EXPANDING INTO EMERGING MARKETS, CONSUMER GOODS MULTINATIONALS CAN T GO IT ALONE. They re not infallible; in fact, they need local help more than
More informationAccenture: Manage mysales solution digitizes the sales process
Accenture: Manage mysales solution digitizes the sales process The Manage mysales solution digitizes the sales process, improving efficiency and effectiveness 2 3 Client profile Accenture s internal IT
More informationDelivering Quality Services to All Who Serve. Digital Labor
Delivering Quality Services to All Who Serve Digital Labor Speakers David A. Fitz is KPMG s Lead Partner for the U.S. Department of Veterans Affairs and leads the Federal Corporate Services Network which
More informationAccenture Technology Vision for Postal Organizations: Five trends shaping the future
Accenture Technology Vision 2015 Accenture Technology Vision for Postal Organizations: Five trends shaping the future UNIVERSITY #techvision2015 INTRODUCTION To diversify beyond their core services, postal
More informationTO SUCCEED IN THE NEW BUSINESS PROCESS ERA
AI TO SUCCEED IN THE NEW BUSINESS PROCESS ERA FOR DECADES, EXECUTIVES RAN THEIR COMPANIES ON BUSINESS PROCESSES BASED ON MYRIAD RULES, STANDARDS, AND KPIS. That approach worked well, enabling firms to
More informationPEOPLE POWER. How the workforce can elevate customer experiences and drive growth
RETAIL PEOPLE POWER How the workforce can elevate customer experiences and drive growth Retail has become an integrated marketplace with numerous purchase points. Customers can shop across channels at
More informationAbout Accenture s values
What they do Accenture is a global management consulting, technology services and outsourcing company, with net revenues of nearly US$20 billion. The company employs approximately 170,000 people in 49
More informationOIL & GAS HOW DO YOU COMPETE WITH FREE?
OIL & GAS HOW DO YOU COMPETE WITH FREE? Manas Satapathy Arnold Volkenborn As described in Accenture Strategy s The writing s on the well, oil demand is expected to peak in the next 20 years. Hydrocarbons
More informationThe Complete Sales Planning Handbook
THE COMPLETE SALES PLANNING HANDBOOK The Complete Sales Planning Handbook What You Need to Know to Build the Right Structure for a Successful Year EBOOK 1 TABLE OF CONTENTS SECTION ONE: BUILDING THE PLAN
More informationAgility to Compete. Manage Costs to Fuel Growth and Make it Sustainable
Agility to Compete Manage Costs to Fuel Growth and Make it Sustainable Growth is on the agenda for businesses across sectors even as market volatility remains at an all-time high. CEOs, CFOs and COOs recognize
More informationSocially Engaging Banking
Accenture Interactive Point of View Series on : Enabling a digital first mindset Socially Engaging Operating Model Socially Engaging Relationship Management Intelligence Integrated Experience Design First
More informationCentralised or Federated: Balancing shared IT & Operations. business ownership
Centralised or Federated: Balancing shared IT & Operations with business ownership 06 Top Ten Challenges for Investment Banks 2015 Centralised or Federated: Balancing shared IT & Operations with business
More informationEnabling a Digital Workforce in Transmission & Distribution. Digital FIEld Worker
Enabling a Digital Workforce in Transmission & Distribution Digital FIEld Worker 2 Enabling a Digital Workforce in Transmission & Distribution Digital technologies hold tremendous promise for transmission
More informationYOU RE MISSING THE POINT % Three reasons a margin point (or more) is walking out your door and how you can get it back
YOU RE MISSING THE POINT % Three reasons a margin point (or more) is walking out your door and how you can get it back Indirect spend is bigger than you think. It is a lot BIGGER. It s no secret that many
More informationCRACKING YOUR INDUSTRY X.0 CODE
ACCENTURE@HANNOVERMESSE 2018 CRACKING YOUR INDUSTRY X.0 CODE HANNOVER MESSE 2018 FACTS OVERALL THEME INTEGRATED INDUSTRY CONNECT & COLLABORATE KEY FACTS 23.04. 27.04 6500 Exhibitors >150 Speaker 225.000
More informationCA Mainframe Resource Intelligence
SOLUTION BRIEF CA MAINFRAME RESOURCE INTELLIGENCE CA Mainframe Resource Intelligence Can I have a simple report to show our stakeholders how our mainframe is actually reducing opex and driving digital
More informationIn the age of IoT Technology and communications companies need to stand out or stand back
In the age of IoT Technology and communications companies need to stand out or stand back Golnar Pooya and Sergio Tieri With the advent of the Internet of Things (IoT), digital disruption has entered its
More informationORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL
ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises
More informationAccenture Risk Management. Risk Analytics Network
Accenture Risk Management Risk Analytics Network Organizations make decisions every day, and each decision is accompanied by risk. A structured approach to understanding risk and reducing uncertainty can
More informationSAP at Accenture. The Journey of Running Accenture on a Single Global Instance
SAP at Accenture The Journey of Running Accenture on a Single Global Instance 2 Transitioning from a private partnership to a global public company gave Accenture the opportunity to create an ERP strategy
More informationOPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS
OPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS New and disruptive competitors are wooing bank customers with easy, personalized, fits me interactions
More informationTransformation: The bridge to an enterprise s future
Transformation: The bridge to an enterprise s future Thought Paper www.infosys.com/finacle Universal Banking Solution Systems Integration Consulting Business Process Outsourcing Transformation: The bridge
More informationHow to Build a Solid Analytics Foundation
How to Build a Solid Analytics Foundation Presented by Introduction Even with machine learning and predictive modeling grabbing headlines in the digital analytics community, many organizations are still
More informationTHE CFO IN. #CFOReimagined
THE CFO IN HIGH-TECH See how the new CFO is adapting to a changing financial landscape, utilizing transformative new technology to disrupt, innovate and generate value for future technology. #CFOReimagined
More informationCHANGE MANAGEMENT FOR ASSET MANAGERS: IS YOUR FIRM READY TO TAKE ON THE NEXT WAVE OF TRANSFORMATION?
CHANGE MANAGEMENT FOR ASSET MANAGERS: IS YOUR FIRM READY TO TAKE ON THE NEXT WAVE OF TRANSFORMATION? INSIGHTS FOR OPERATIONS LEADERS IN ASSET MANAGEMENT Emerging technology is giving the asset management
More informationThe Critical Role of Talent Analytics in Successful Mergers and Acquisitions
The Critical Role of Talent Analytics in Successful Mergers and Acquisitions The art and science of managing human capital to create people-driven synergies Why 70% of M&A transactions don t achieve expected
More informationWHAT S DRIVING THE RETAIL BANKING INDUSTRY TO CLOUD?
WHAT S DRIVING THE RETAIL BANKING INDUSTRY TO CLOUD? As they continue to emerge from the 2008 financial crisis, manage the regulatory landscape and navigate changing and increasingly higher customer demands,
More informationNew Intelligence, Better Insight Jack Esselink Business Analytics Evangelist
New Intelligence, Better Insight Jack Esselink Business Analytics Evangelist Data Explosion In A Smarter World! Volume of Digital Data 57% CAGR for enterprise data through 2010 Machine generated data
More informationPAUL JERUCHIMOWITZ ESTHER COLWILL NAOMI HUDSON KENT MCMILLAN
OUT THE PAST PAUL JERUCHIMOWITZ ESTHER COLWILL NAOMI HUDSON KENT MCMILLAN IF YOU ALWAYS DO WHAT YOU ALWAYS DID, YOU WILL ALWAYS GET WHAT YOU ALWAYS GOT. Albert Einstein s words ring true today a warning
More informationAccenture CAS: integrated sales platform Power at your fingertips
Accenture CAS: integrated sales platform Power at your fingertips Understanding the market It is a tough market out there: margins are tightening, competition is increasing and the retail landscape is
More informationThe promise of artificial intelligence Redefining management in the workforce of the future
The promise of artificial intelligence Redefining management in the workforce of the future Artificial intelligence affects all management levels AI impacts administration, decision-making, strategy and
More informationNavigating the Crude Cycle
Navigating the Crude Cycle With Low Oil Prices, 10 Strategic Actions for Canadian Energy Companies February 2015 $$$$ 10 Strategic Actions for Canadian Energy Companies Amid volatile how-low-will-they-go
More informationLeveraging IT in Mergers, Acquisitions and Divestitures. Capturing Expected Value Today and Transforming the Organization for the Future
Leveraging IT in Mergers, Acquisitions and Divestitures Capturing Expected Value Today and Transforming the Organization for the Future According to Accenture research, one important characteristic of
More informationHOW CAN DIGITAL POLICE SOLUTIONS BETTER SERVE CITIZENS EXPECTATIONS?
HOW CAN DIGITAL POLICE SOLUTIONS BETTER SERVE CITIZENS EXPECTATIONS? ACCENTURE CITIZEN PULSE SURVEY ON POLICING 2014 DEMAND FOR DIGITAL 82% Citizens say digital tools help improve police services 88 %
More information2 MOMENTS THAT MATTER COPYRIGHT 2017 ACCENTURE. ALL RIGHTS RESERVED.
There are many important moments during a customer s tenure with a brand. Customers are continuously considering and evaluating which new and latest services and products are best suited for themselves
More informationSPANISH EDITION FRANCISCO PUERTAS ALBERTO ZAMORA
SPANISH EDITION FRANCISCO PUERTAS ALBERTO ZAMORA GRADUATES ARE FEELING THE LOVE As the first cohort of Gen Z talent joins the future workforce in Spain, they bring a change in perspective. Although their
More informationON THE VERGE. B2B Digital Commerce is at an Inflection Point
ON THE VERGE B2B Digital Commerce is at an Inflection Point 1 ON THE VERGE DIGITAL TECHNOLOGIES are shaking up the global economy, creating opportunity like never before. By 2020, revenues from B2B digital
More informationITALIAN EDITION MARCO MORCHIO STEFANO TROMBETTA
ITALIAN EDITION MARCO MORCHIO STEFANO TROMBETTA LARGE COMPANIES ARE IN VOGUE Interest in working for a large company grows as Italian university graduates gain real-world experience. The 2017 Accenture
More informationPaul Jeruchimowitz Esther Colwill Naomi Hudson Kent McMillan
Paul Jeruchimowitz Esther Colwill Naomi Hudson Kent McMillan If you always do what you always did, you will always get what you always got. Albert Einstein s words ring true today a warning for companies
More informationFive Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support
Five Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support CURRENT CHALLENGES Disparate HR functions Legacy systems with numerous interfaces No
More informationPublished by: Accenture Network Services Your Digital Network. Your Future.
Published by: Accenture Network Services Your Digital Network. Your Future. Introduction As CSPs evolve into Integrated Digital Service Providers, they are looking to collaborate with partners who have
More informationOrganization Effectiveness Assessments Options and Outcomes
Organization Effectiveness Assessments Organization assessments help when you know something s wrong but need help figuring out where to begin. They point to root causes rather than symptoms, solutions
More informationVALUE ARCHITECTS: TRANSFORMING FINANCE FOR THE INTELLIGENT ENTERPRISE
VALUE ARCHITECTS: DIGITALLY TRANSFORMING FINANCE FOR THE INTELLIGENT ENTERPRISE There s a transformational shift taking place in finance functions. They re moving from recording and reporting on results
More information