4 Company Accenture

8/4/2019 4 Company Accenture

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Accenture

Accenture is a global management consulting, technology

services and outsourcing company. Combining unparalleledexperience, 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.

Company Description-

Accenture is a global management consulting, technology servicesand outsourcing company. Combining unparalleled experience,comprehensive capabilities across all industries and businessfunctions, and extensive research on the worlds most successfulcompanies, Accenture collaborates with clients to help thembecome high-performance businesses and governments. Withmore than 190,000 people serving clients in more than 120

countries, the company generated net revenues of US$21.58 billionfor the fiscal year ended Aug. 31, 2009.

Our "high performance business" strategy builds on our expertisein consulting, technology and outsourcing to help clients performat the highest levels so they can create sustainable value for theircustomers and shareholders. Using our industry knowledge,service-offering expertise and technology capabilities, we identifynew business and technology trends and develop solutions to helpclients around the world:


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Enter new markets.Increase revenues in existing markets.Improve operational performance.Deliver their products and services more effectively and

efficiently.

We have extensive relationships with the world's leadingcompanies and governments and work with organizations of allsizesincluding 96 of the FortuneGlobal 100 and more than threequarters of the FortuneGlobal 500. Our commitment to clientsatisfaction strengthens and extends our relationships. Forexample, of our top 100 clients in fiscal year 2008, based onrevenue, 99 have been clients for at least five years and 87 havebeen clients for at least 10 years.

Among the many strengths that distinguish Accenture in themarketplace are our:

Extensive industry expertise.Broad and evolving service offerings.Expertise in business transformation outsourcing.History of technology innovation and implementation, includingour research and development capabilities, on which we spend

approximately $300 million annually.Commitment to the long-term development of our employees.Proven and experienced management team.

Our Core Values have shaped the culture and defined the characterof our company, guiding how we behave and make decisions:

Stewardship: Building a heritage for future generations, actingwith an owner mentality, developing people everywhere we are,and meeting our commitments to all internal and externalstakeholders.

Best People: Attracting and developing the best talent for ourbusiness, stretching our people and developing a "can do"attitude.

Client Value Creation: Improving our clients' businessperformance, creating long-term, win-win relationships andfocusing on execution excellence.

One Global Network: Mobilizing the power of teaming to deliver


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consistently exceptional service to our clients anywhere in theworld.

Respect for the Individual: Valuing diversity, ensuring aninteresting and inclusive environment, and treating people as wewould like to be treated ourselves.

Integrity: Inspiring trust by taking responsibility, acting ethically,and encouraging honest and open debate.

By enhancing our consulting and outsourcing expertise withalliances and other capabilities, we help move clients forward inevery part of their businesses, from strategic planning to day-to-day operations. With more than 190,000 people serving clients in

more than 120 countries, deep industry and business processexpertise, broad global resources and a proven track record,Accenture can mobilize the right people, skills and technologies tohelp clients improve their performance.

Executive Leadership-

The following individuals comprise the executive leadership of

Accenture.

William D. GreenChairman & CEO

Jo DeblaereChief Operating Officer

Pamela J. CraigChief Financial Officer

Kevin M. CampbellGroup Chief ExecutiveTechnology

Gianfranco Casati
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Group Chief ExecutiveProducts

Martin I. ColeGroup Chief ExecutiveCommunications & High Tech

Shawn CollinsonManaging DirectorIndustries & Market Innovation

Karl-Heinz FloetherChief Strategy & Corporate Development Officer

Mark FosterGroup Chief ExecutiveGlobal Markets and ManagementConsulting

Robert N. FrerichsGroup Chief ExecutiveNorth America

Chikatomo HodoCountry Managing Director and Geographic Unit LeadJapan

Roger IngoldCountry Managing DirectorBrazil

Adrian LajthaChief Leadership Officer

Gong LiChairmanGreater China

Lori L. LovelaceExecutive DirectorOffice of the CEO

Harsh ManglikChairman & Geography Managing DirectorIndia

Vicente MorenoCountry Managing DirectorSpain

Pierre NantermeGroup Chief ExecutiveFinancial Services

Jeffrey Osborne

Chief Performance Officer
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Donald J. RippertChief Technology Officer and Managing DirectorTechnology

Stephen J. Rohleder

Group Chief ExecutiveHealth & Public Service

David P. RowlandSenior Vice PresidentFinance

Michael J. SalvinoGroup Chief ExecutiveBusiness Process Outsourcing

Douglas G. Scrivner

Julie Spellman SweetGeneral Counsel, Secretary & Chief Compliance Officer

Jill B. SmartChief Human Resources Officer

Sander van 't NoordendeGroup Chief ExecutiveResources

Roxanne Taylor

Chief Marketing & Communications Officer

David C. ThomlinsonSenior Managing DirectorGeographic Strategy & Operations

Diego ViscontiInternational ChairmanStrategic Countries
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Fact Sheet - Q3 Fiscal 2010 (ended May 31, 2010)

Fact SheetQ3 Fiscal 2010 (ended May 31, 2010)

Accenture is a global management consulting, technology servicesand outsourcing company. Combining unparalleled experience,comprehensive capabilities across all industries and businessfunctions, and extensive research on the world's most successfulcompanies, Accenture collaborates with clients to help thembecome high-performance businesses and governments

OverviewNet Revenues: US$21.58 billion for fiscal 2009 (12mos. ended Aug. 31, 2009)Exchange/Ticker: NYSE/ACNEmployees: More than 190,000 (including 4,500senior executives)Global Reach: Offices and operations in morethan 200 cities in 52 countriesGeographic Regions: Americas

Asia PacificEurope / Middle East / Africa (EMEA)

Senior Leadership: William D. GreenChairman & Chief Executive OfficerJo DeblaereChief Operating OfficerPamela J. Craig
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Chief Financial Officer

Clients

Accenture's clients span the full range of industries around theworld and include 96 of theFortuneGlobal 100 and three-quartersof the Fortune Global 500. In addition, of our top 100 clients infiscal year 2009, based on revenue, 99 have been clients for at leastfive years, and 91 have been clients for at least 10 years.

Industry Expertise

Accenture delivers its services and solutions through 18 focusedindustry groups in five operating groups. This industry focusprovides Accentures professionals with a thorough understandingof industry evolution, business issues and applicable technologies,enabling Accenture to deliver solutions tailored to each client'sindustry.


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Accenture Corporate Citizenship

Corporate citizenship is fundamental to Accenture's character

and the way we run our business.

It is anchored in ourcore values, ourCode of Business

Ethicsand, ultimately, it is reflected in the actions of our

people. From Skills to Succeed to our environmental

stewardship, we work to make a sustainable difference in the

long-term vibrancy and vitality of people and communities

around the world.

While Skills to Succeed and our commitment to environmental

stewardship are focal points for our corporate citizenship

program, our people regularly give back in a variety of ways to

communities where they live and workas well as

communities around the globe.

At a glance Whats new?
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Please visitCorporateGovernance,andOur Peoplefor moredetails

about our corporatecitizenshipcommitments andaccomplishments.

Our Journey, OurProgress:CorporateCitizenship Report 2008-2009This report covers Accenture's

corporate citizenship effortsaround the world.

Our People

Leaders in the industry . . . creative problem solvers . . . innovative thinkers

from diverse backgrounds . . . these are the types of people who work at

Accenture. Together they collaborate to help our clients transform their

companies into high-performing businesses.

Accenture Awards & Recognition

Helping our clients achieve high performance while fostering aninnovative and diverse culture is our goal at Accenture. The awardsand recognition we receive are a testament to our success.

Our History

Continuous innovation and rapid transformation have been themesthroughout Accenture's history. Established in 1989 primarily as atechnology consultant and systems integrator, Accenture soonbegan offering a new breed of business integration solutions toclientssolutions that aligned organizations' technologies,processes and people with their strategies.

Throughout its history, Accenture has expanded its offerings and

capitalized on evolving management trends and technologies tobenefit its clients. The company pioneered systems integration and
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business integration; led the deployment of enterprise resourceplanning, customer relationship management and electronicservices; and has established itself as a leader in today's globalmarketplace.

Today Accenture is a global management consulting, technologyservices and outsourcing company, with net revenues of US$23.39billion for the fiscal year ended Aug. 31, 2008.

Advertising

Using bold and surprising visual metaphors, Accentures

current campaign extends and deepens our longstanding High

Performance Business brand positioning. The campaign

highlights the key drivers of high performance including

organizational agility, innovation and operational excellence.

Appearing across 34 countriesin print, television, online and

airport mediaeach execution features insights drawn from

our ongoing research and vast experience with the worlds

most successful companies.

Management Consulting

Accenture Management Consulting helps businesses achieve highperformance. Drawing on our groundbreaking research and hands-on experience with high-performance businesses, Accenturedelivers insights and puts them into action.

Challenges and Ideas

We face a challenging environment. But while some organizationsstruggle to survive, others will emerge even stronger. Learn how


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Accenture Management Consulting can help you come out on top.

Profit and Cash Optimization

Driving Growth

Operational Excellence

Business Restructuring Mergers,Acquisitions, and Alliances

Strategic Talent Management

Sustainability

Global Strategies for a Multi-Polar World

Profit and Cash Optimization

As the recession starts to bottom out and growth returns to

corporate agendas, few companies can sit back and relax. It's clearthat the emerging post-recession business environment will be

very different from what went on before.

Emerging markets are growing in power and influence, spawning

hungry new competitors. Consumers are more informed, organized

and much less loyal. Financial and commodity markets are volatile.

And the pace of growth (and inflation) remains uncertain.

In response, executives are following a dual strategy: creating a

lower cost but adaptable structure while looking for new sources of

revenue. Accenture Profit and Cash Optimization provides the

insight and experiences, backed by proprietary tools, to help them

meet these demanding dual objectives.
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Accenture Profit and Cash Optimization supports these dualobjectives by freeing up cash quickly through a focus on threeprimary components: increasing profitable revenues, increasingasset productivity and reducing operating expenses. These three

components are:

Revenue enhancement. Using pricing and promotion to smoothout volatility and capture value in a potentially long period ofslow growth.

Asset productivity. Enabling sustainable improvements in theunderlying processes that affect working capital. We can reduceworking capital requirements by 10 to 25 percent, freeing up cashto be used elsewhere in the business.

Cost containment. Optimizing cost structures to embedimprovements, clearing the way for game-changing moves toachieve long-term growth and profitability.

Companies that can simultaneously reduce their costs whilegenerating cash for expansion will be the ones to succeed in thehyper-competitive and volatile business environment of today andtomorrow.

Driving Growth: Create Your Own Upturn

Growth is back on the agenda, and high-performance businesses

understand that customers are the key to setting and maintaining a

strong growth trajectory. However, budgets are tight and the

different parts of the organization will need to work together like

never before. Accenture can help your organization rethink your

marketing approach to drive new growth in three key areas:

growing the existing customer base, acquiring new customers and

exploiting new channels.


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Accenture research and experience shows that leaders excel atunderstanding their customersand tailoring their offers to theneeds and expectations of specific customer segments. They alsoknow how to reach and engage customer s across multiple

channels, in ways that are satisfying to the customer and profitablefor the company.

We believe that new growth opportunities are emerging in threeareas:

New spaces. Finding ways to introduce new products andservices to existing customers.

New faces. Identifying new customer segments to target withnew, innovative offers.

New places. Capitalizing on opportunities in emerging marketsand enhancing local market execution.

Accenture offers a full range of solutions for marketing, sales andcustomer service that help companies act on these opportunitieswith speed, certainty and strategic agility.

We help clients identify profitable customer segments, andunderstand the needs and preferences of these segments. We help

translate these insights into profitable decisions about offerings,pricing, channel strategies and marketing campaigns.

We create multichannel strategies for reaching the right customersat the right time with the right offers, and building lastingrelationships that remain mutually satisfying and profitable.

The leaders of tomorrow will be the companies that start creatingtheir own upturn todaydriving profitable growth by identifyingand delivering what matters most to customers. By mastering

seven capabilities and organizing the front office to apply thesecapabilities quickly, effectively and cost-efficiently, businesses willreignite their growth agendas.


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Operational ExcellenceNarrowing the Range of Responses

Managed well, operational excellence can lead to big performance

improvements because it lets an organization focus on the levers

that improve flexibility and speed to market; quality and reliability;and customer value. But operational excellence is not simply about

doing the same things better. It also addresses how the business is

structured and how the work is executed. For many executives, the

challenge is to select the right approach for achieving operational

excellence.

As glimmers of global recovery reappear, it will soon become clear

which organizations have been using the economic slump

deliberately to gain competitive strength. Accentures research on

previous economic downturns has found that high-performance

businesses put a premium on operational excellence and pull

ahead of their competition at the end of an economic recession.

This article describes the five factors that influence the creation of

positive, long-term impacts in both good times and in bad.

Operational Excellence Services

Far-sighted executives view economic downturns as opportunitiesto improve business performance, take market share and establisha stronger strategic position. Consequently, many COOs aremaking sure that they have mechanisms in place to effect positivetransformationto establish operational excellence over the longterm and create the base from which to weather future downturnsand challenges.

Accenture observes that the companies that exit recessions aheadof their peers share these five essential characteristics regardless

of their market positioning:


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They can identify their competitive essence whatAccenture calls their dominant vector the one area orprocess in which they perform better than anyone else intheir industry in order to deliver something distinctive to

their customers

They know what structural changes they must make to beattheir competitors

They know what it takes to out-execute their rivals They continuously find the right balance between out-

structuring and out-executing their competitors

They choose the right change journey to keep themheaded toward operational excellence.

The last point merits more attention. It is not enough for executivesto know where they plan to take their organizationsthey have toknow how to get there. But the approaches they takethe changeourneyswill have a significant bearing on their companies

eventual positioning, because not all companies are conditioned tohandle change to the same degree. What works for one company isunlikely to work for another, even within the same industry.

For every company and every leadership team, there is usually oneoptimal response to discontinuitya change journey that bestsuits the companys culture, capabilities, and the competenciesand styles of its top managers. A companys journey to operationalexcellence may call for a multi-year, enterprise-widetransformation, a program that streamlines one key function acrossthe company, or an array of small local initiatives that yield benefitsin months or even weeks.

The task, then, is for business leaders to select the appropriatechange journey with care, and to embark on it with wholeheartedcommitment and full preparation. At Accenture, we see successfulcompanies taking three different journeys toward operationalexcellence:

Continuous Improvement: This change journey usually involvesa large number of small initiatives led by divisional orgeographical leaders. The initiatives yield quick benefits, require

small relative investments and tend to become a natural part of


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doing things. This journey best suits an organization thatbelieves it has defined a solid target operating model and thattends toward decentralization of authority to carry out changesto its operating model.

Targeted intervention: In this type of journey (the most common),an organization decides to make big changes to its operatingmodel but chooses to do so a step at a time, often so it canreduce the risk of the change initiative. For example, thecompany may opt for a shared-services entity to consolidateactivities that had been done in its geographies or divisions. Theaim of this journey is to focus on the area that will yield thelargest return on investment. There is usually a compellingreason to changea threat caused by an industry discontinuity

or a new growth opportunityand a sense of urgency.

Transformation program: Here, the journey involves change on agrand scale, almost always with complete reinvention of theoperating model and big shifts in the organizations structure toalign with the business strategy. Where there is the rightorganizational culture and the right C-level leadership to drivethe program, transformation is usually the fastest way to get abig change implemented and to leapfrog the competition.

Durable and Effective Mergers and Acquisitions

Our High Performance Business research strengthens our insights

into what makes for fast, low-risk and highly successful mergers or

acquisitions.

Gone are the days of carefully weighing every possible mergeroption. With share prices at or near record lows in many sectors,more and more businesses are suddenly exposed to unwantedoverturesand many now see an array of acquisition opportunitiesthemselves. In this environment, fortune favors the fast, not justthe bold. Business leaders must now speed think through the

consequences of a deal, without the luxury of time for a long periodof due diligence that until recently seemed mandatory.


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In whirlwind times like these, it pays to have partners whove beenthrough it all before. Whether youre an acquirer or a likely target,you need someone whose big-picture view and rapid responsequickly enable you to gauge the risks of the deal to factors such as

your corporate brand, financial structure, integration and employeebuy in.

Accenture has been pivotal to the success of at least 400 M&Adeals worldwide, sleeves rolled up alongside our clients all the waythrough post-merger integration. Our High Performance Businessresearch strengthens our insights into what makes for fast, low-riskand highly successful mergers or acquisitions. And it helps us tohelp you keep your eye on the real goal: increasing value for yourshareholders over the long term.

Research & InsightsAccenture offers unique insights, drawn from pioneering researchand client experiences that help senior executives develop andimplement strategies that quickly improve business performance.

Achieving value faster Accenture Mergers & Acquisitions / MergerIntegration ServicesExploiting every source of value in your merger or acquisition is no

easy task. It requires innovative, comprehensive servicessupported by proprietary tools, execution-driven playbooks and

proven approaches.

Being Bold through Effective Mergers and AcquisitionsHigh-performance businesses can open up the greatest gap

between themselves and their competitors during turbulent times.And in this period of unprecedented change, effective mergers andacquisitions (M&A) can provide the opportunity to create

sustainable competitive advantage for those companies with thevision and courage to pursue them.View, download or subscribe toour video and audio podcast series now. In addition,download andread the full research report to learn more.

Building an In-house Merger and Acquisitions Capability to EnableGrowth and High PerformanceAccentures recommendations help businesses to build an in-house merger and acquisitions capability that can enable growthand high performance.

Forrester Research Report: Accenture Provides Truly Integrated
http://www.accenture.com/Global/Consulting/Strategy/Growth-Strategy/Mergers-and-Acquisitions/Services/GrowthProcess.htmhttp://www.accenture.com/Global/Consulting/Strategy/Growth-Strategy/Mergers-and-Acquisitions/Services/GrowthProcess.htmhttp://www.accenture.com/Global/Consulting/Strategy/Growth-Strategy/Mergers-and-Acquisitions/Services/GrowthProcess.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Research_and_Insights/RSS_and_Podcasts/By_Subject/Corporate_Strategy_RSS_Feed/AccentureExpertise.htmhttp://www.accenture.com/NR/exeres/3C655E75-CE24-4439-8137-32ED9D8F4371.htm?NRMODE=Unpublished&wbc_purpose=Basic&WBCMODE=PresentationUnpublishedhttp://www.accenture.com/Global/Research_and_Insights/RSS_and_Podcasts/By_Subject/Corporate_Strategy_RSS_Feed/AccentureExpertise.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Mgmt_Consulting_Podcast_Series/BeingBoldMandA.htmhttp://www.accenture.com/Global/Consulting/Strategy/Growth-Strategy/Mergers-and-Acquisitions/Services/GrowthProcess.htmhttp://www.accenture.com/Global/Consulting/Strategy/Growth-Strategy/Mergers-and-Acquisitions/Services/GrowthProcess.htm


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M&A Services, Backed By Strong Industry ExpertiseThe first document in the M&A Services SWOT 2009 series fromForrester Research details current strengths, weaknesses,opportunities, and threats (SWOT) of Accentures M&A services.

Funding Growth through Divestitures & Carve-outsThe combination of a drop in confidence, falling asset values

and increased competition for buyers would indicate thatdivestiture is a risky move right now. Accenture research on theprevious recession, however, reveals that companies thatproactively identified and capitalized on opportunities torestructure their portfolios emerged in the strongestpositions.Listen to this podcast.

Mastering the Art of Value Capture in Merger IntegrationIn this podcast, Andy Tinlin, global lead for Mergers &

Acquisitions, Accenture Strategy, identifies the key challengesassociated with post-merger integration, as well as the inherentrisks and strategies for mitigating them. He also examines thecurrent environments influence on PMI labor savings, procurementoptimization, customer and talent retention and the attainment of

competitive advantage.

Mastering the Art of Value Capture Webinar On-demandSpecial guests Rusty Rainey, formerly Head, Corporate Merger

Office, JPMorgan Chase and Integration Director, Bank of America,and Alan Roux, Executive Director, Corporate Private Equity, TheBlackstone Group, join Accentures Art Bert and Kristin Ficery inproviding viewers with personal insights and practical steps toaccelerate value capture through an effective post-mergerintegration.

Mergers & Acquisitions: Cross-Border M&A: Handle with CareTransnational deals now account for almost half of all M&A activity.But these transactions are not for the faint of heart and should beapproached with particular care.

Mergers & Acquisitions (M&A) in a DownturnAs the global economy enters a significant downturn, companieswith strong balance sheets are positioned to take advantage of theopportunities the current conditions create.

Merger Integration: It's Never Too Late to Generate ValueAccenture can help companies finalize delayed merger integrations
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to capture synergies and position themselves for highperformance.

Putting Customers at the Heart of the Retail Merger

The customer should be central to M&A strategies in retailAccenture leverages its research and experience to provide aframework.

Pre-Deal Mergers and AcquisitionsAccenture research shows that high-performing companies are

those that constantly renew their portfolio of businesses. In thispodcast, Andy Tinlin, global lead for Mergers & Acquisitions,Accenture Strategy, discusses how the economic downturn isaffecting pre-deal M&A activity. He also identifies high-potential

opportunities, industries and company types, and looks at theeconomys influence on M&A timetables.

Restructuring Business Portfolios for Growth Webinar On-demand

Special guests Rusty Rainey, a leading M&A thought leader; HenryGibbon, editor-in-chief of Acquisitions Monthly; and Derek Harding,director of group strategy and investor relations at Wolseley, joinAccentures Andy Tinlin and Marcus Rimner to discuss the critical

success factors for refocusing business portfolios in the currentenvironment.

Seven Catalysts for Merger Integration SuccessBased on its own research, Accenture has identified sevencatalysts for merger integration success.

Seven Delusions Executives Experience During a MergerOn the road to high performance, companies should be aware ofthe rushing to achieve synergy and value creation during amerger.

Strategies for the DownturnHigh-performance businesses must develop new strategies tooutperform their peers against the backdrop of the current

economic downturn.

The Changing Roles of Private Equity and Sovereign WealthFunds

Not long ago, private equity firms and sovereign wealth funds werehailed as the new masters of the world economy. Nowadays, things
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are quite different. Is this shift permanent or cyclical? And has anew investment paradigm risen from the ashes of todayssmoldering economy?View, download or subscribe to our videoand audio podcast series now.

The Six Things Chinese Acquirers Must Get Right When VenturingOverseasThere are indications that Chinese companies may soon be lookingto acquire foreign companies, now cheaper than they have been for20 years. To ensure that these new acquisitions indeed play thedesired role in enabling high performance, Accenture believes thatChinese companies must get six key factors right.

Strategic Talent Management

In todays uncertain environment, companies face a criticalquestion regarding talent: Do we risk damaging our brands in theminds of current and prospective employees for years to come byenacting reactive, indiscriminate cost-cutting programs simply to

save money in the near term? Unfortunately, weve found theanswer to the question often is yes.

In many enterprises, little thought often is given to the long-termconsequences of short-term fixes. Such companies live to regrettheir decisions when conditions ultimately improve, because theyfind their employees leaving for more attractive situations,prospective employees more difficult to attract, creating gaps incritical parts of the workforce that are needed to fuel future growth.

Regardless of whether a company is positioning for survival,competitive advantage or growth during a downturn, we believeuncertain times call for innovative thinking in all areas of business,including the workforce. Applying innovativeand more effectiveapproaches to dealing with key aspects of talent management inuncertain times can help companies manage through the downturnand position themselves for high performance when conditionsultimately improve.

Accenture firmly believes there is opportunity in adversity, and thatcompanies that respond rapidly with innovative talent management
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solutions will reap the greatest benefits, both now and in the yearsto come.

Research & InsightsOur executives and thought leaders are at the forefront identifyingindustry trends and developing market-shaping strategies andpoints of views on a variety of strategic talent management issuesand approaches.

A Workforce of OneNew research shows that when it comes to managing talent, onesize no longer fits all. To be competitive, companies need tounderstand and respond to the diverse needs of individualemployees.

Creating an Agile OrganizationThe new business environment will favor those companies able toexecute strategy faster, with more flexibility and adaptability, andmove their companies ahead briskly.

How to Create a TalentPowered Analytical OrganizationFew companies manage analytical talent as a strategic resource.This research note explains how to get the most out of thisincreasingly critical workforce. By unleashing their analyststalents, companies can maximize and continually expand theiranalytical capabilitiesa goal Accenture research has shown to bewhat many large companies aspire to meet in the near future.

How to Keep Your Best ExecutivesThe Key: Make It Easier forThem to LeaveHistorically, there is a significant increase in the number ofexecutives leaving their companies as market conditions improveand more job opportunities open up. Accenture research showsthat executives tend to stay longest with those companies thatoffer the greatest opportunities to enhance their employability.

Human Capital Analytics: Generating Insights to Meet ComplexWorkforce, HR and Business Challenges on the Journey to HighPerformance

Accenture has developed a unique approach to talent and
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organization analytics to help companies manage their people andachieve high performance.

Leading and Managing Change in a Multi-polar World

Today's global business environment requires bold new programsto drive high performance along three dimensions: changemanagement, leadership and culture.

The New Talent Equation: Managing Talent in Uncertain TimesLearn how companies can think more strategically about creating aworkforce with the capabilities to outperform the competition andachieve high performance.

The New Talent EquationThe objective at the heart of successful talent management indifficult times: to think ahead and to think more strategically aboutcreating a workforce with the capabilities to outperform thecompetition as the economy turns around. A number of freshapproaches are available to help companies go beyond responsesfocused only on staff reductions.

The Talent Powered Organization: Strategies for Globalization,Talent Management and High Performance

The key to talent power is multiplication, not addition.Organizations need to maximize the performance of their criticalfunctions and businesses by investing in, developing andmultiplying all of their talent. When companies build a talentmultiplication capability, they generate the superior efforts,creativity and results that come with a talent-powered organization.

Vive la diffrence!New research in Europe shows that the more diverse a companys

senior managementin terms of gender, nationality and othercharacteristicsthe better the company is likely to perform.

Where Will All the Talent Come From?In today's multi-polar world, the war for talent has gone global. Newtechnologies are transforming the nature of work, the skillsdemanded, the manner in which work is sourced globally and theways in which people collaborate to perform processes andinnovate. All these trends are making talent an ever-more criticaland complex issue.
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Accenture Sustainability Services

As sustainability moves from the periphery to the heart of business

and government, organizations are finding that the transition

comes with a price and a prize. The price is the fundamental

transformation required to integrate sustainability into the fabric ofthe organization. The prize, however, is tantalizing: the

opportunities for organizations to outperform their peers,

supercharge their brands and reputations, and achieve high

performance.

Accenture is a leader when it comes to helping businesses andpublic service organizations achieve economic, environmental andsocial value through sustainability.

We apply our insights and know-how to help clients achieve andsustain high performance through solutions in the following areas:

Carbon Markets and Carbon Trading Clean Energy Solutions Climate and Energy Management Solutions Green It Green Six Sigma Innovation and New Business Intelligent Cities Smart Buildings Smart Urban Mobility Sustainable Consumption Sustainability Performance Management Sustainability Policy and Regulation Sustainability Analytics Services
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Sustainability Strategy and Journey Management Sustainable Supply Chain Sustainability Talent, Organization and Learning Trust and Stakeholder Management Services

Research Reports

By learning from the choices high performers make as part of their

multi-polar strategies, businesses can find new ways to countershort-term pressures while setting a path for sustained high

performance in the recovery and beyond. These reports, for

business and for public service organizations, will help you plan

the journey.

From Global Connection to Global Orchestration: Future Business

Models for High Performance Where Technology and the Multi-Polar World Meet

The dynamics of the multi-polar world combined with maturing IT

technologies is enabling new ways of doing business, making new

types of relationships possiblenot simply by providing new ways

to connect across the multi-polar world but by orchestrating the six

new market-making forces. These market-making forces have big

implications for businesses and governments that are in pursuit of

high performance.

Strategies for achieving high performance in a multi-polar world

For Business

High performers join battle in new and distinctive ways. They

create geographic options, weave themselves into multiple local

markets, and sustain a strong global operating model to propel

people and know-how across a smart, enabling organization. These

companies are writing a new playbook for globalizationone that
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will help businesses withstand short-term pressures while laying

the groundwork for growth in the upturn.

The Challenges to Government from the Multi-Polar World

In the multi-polar world, the old rules no longer apply forbusinesses or governments. Indeed, governments face uniquetrends and challenges in todays rapidly changing global economy.In this report, the Accenture Institute for Public Service Valueexplores the dimensions of the multi-polar world as they affectgovernmentand recommends ways for public serviceorganizations to manage the risks and seize the opportunities.

The Rise of the Emerging Market Multinational

The rise of the multi-polar world means it is no longer sufficient to

view globalization solely through a Western-centric prism. This

study attempts to "invert the lens"to examine what the multi-polar world looks like from the standpoint of the emerging-market

multinationals and the distinctive ways in which they are

approaching talent, new markets, capital, resources and

innovation.

The Rise of the Multi Polar World

Developing economies are challenging the United States, Europe

and Japan, giving rise to a multi-polar world economy. This study

offers an in-depth look at the drivers and characteristics of this

latest phase of globalization and the implication for businesses

looking to achieve high performance.


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Findings

Accenture recently surveyed more than 400 senior executives fromaround the world. We analyzed the interaction between information

technologies and globalization, and explored how these two majortrends are transforming business ecosystems and defining newbusiness models. The findings are also drawn from a range ofsecondary data sources, our extensive experience working withclients in each of these areas and the groundbreaking work of theAccenture Institute of High Performance and AccentureTechnology Labs.

Executive Insights

View tailored research and information on business issues relevantto major functional areas.

CPO/Director of Procurement

CTO/Director of Human Resources

CEO/Managing Director

CFO/Director of Finance

COO/Chief Operating Officer

CSO/Chief Strategy Officer

CMO/Chief Marketing Officer

Chief Procurement Officer/Director of Procurement Research &Insights
http://www.accenture.com/Global/Consulting/CPO/default.htmhttp://www.accenture.com/Global/Consulting/CPO/default.htmhttp://www.accenture.com/Global/Consulting/CTO/default.htmhttp://www.accenture.com/Global/Consulting/CTO/default.htmhttp://www.accenture.com/Global/Consulting/CEO/default.htmhttp://www.accenture.com/Global/Consulting/CEO/default.htmhttp://www.accenture.com/Global/Consulting/CFO/default.htmhttp://www.accenture.com/Global/Consulting/CFO/default.htmhttp://www.accenture.com/Global/Consulting/COO/default.htmhttp://www.accenture.com/Global/Consulting/COO/default.htmhttp://www.accenture.com/Global/Consulting/CSO/default.htmhttp://www.accenture.com/Global/Consulting/CSO/default.htmhttp://www.accenture.com/Global/Consulting/CMO/default.htmhttp://www.accenture.com/Global/Consulting/CMO/default.htmhttp://www.accenture.com/Global/Consulting/CMO/default.htmhttp://www.accenture.com/Global/Consulting/CSO/default.htmhttp://www.accenture.com/Global/Consulting/COO/default.htmhttp://www.accenture.com/Global/Consulting/CFO/default.htmhttp://www.accenture.com/Global/Consulting/CEO/default.htmhttp://www.accenture.com/Global/Consulting/CTO/default.htmhttp://www.accenture.com/Global/Consulting/CPO/default.htm


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C-level executives in today's business environment are

living in unprecedented times. Potentially tasked with

balancing innovation, growth and cost containment,

procurement mastery is not for the faint hearted. Learn

how sourcing and procurement capabilities can help

achieve high performance.

As part of an ongoing series of global cross-industry surveys

conducted by Accenture on behalf of the CPO Circle community,

we examine the role of the chief procurement officer. This report

explores the backgrounds, challenges and career paths of CPOsand details the findings in an attempt to paint a portrait of CPOs

today and offer insight into where they are headed tomorrow.

High Performance in Procurement

High Performance through Procurement : The Role ofTechnology

Achieving High Performance with Procurement SharedServices Centers

Driving Growth from the Inside Out Procurement in Turbulent Times: Creating Opportunity from

Economic Adversity How Indian Companies are Improving Their Performance

through Procurement Mastery Painting a Portrait of the Chief Procurement Officer: Career,

Challenges and Metrics Behind the Role Putting Procurement in the Driver's Seat: How Automotive
http://www.accenture.com/Global/Consulting/CPO/HighPerformanceProcurement.htmhttp://www.accenture.com/Global/Consulting/CPO/HighPerformanceProcurement.htmhttp://www.accenture.com/Global/Consulting/CPO/HighPerformanceProcurement.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcureShareServiceCenter.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcureShareServiceCenter.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcureShareServiceCenter.htmhttp://www.accenture.com/Global/Consulting/CPO/DrivingOut.htmhttp://www.accenture.com/Global/Consulting/CPO/DrivingOut.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcurementAdversity.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcurementAdversity.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcurementAdversity.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/HowMastery.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/HowMastery.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/HowMastery.htmhttp://www.accenture.com/Global/Consulting/CPO/Painting-Role.htmhttp://www.accenture.com/Global/Consulting/CPO/Painting-Role.htmhttp://www.accenture.com/Global/Consulting/CPO/Painting-Role.htmhttp://www.accenture.com/Global/Outsourcing/Business_Process_Outsourcing/Accenture_Procurement_Solutions/R_and_I/PuttingSeat.htmhttp://www.accenture.com/Global/Outsourcing/Business_Process_Outsourcing/Accenture_Procurement_Solutions/R_and_I/PuttingSeat.htmhttp://www.accenture.com/Global/Consulting/CPO/Painting-Role.htmhttp://www.accenture.com/Global/Consulting/CPO/Painting-Role.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/HowMastery.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/HowMastery.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcurementAdversity.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcurementAdversity.htmhttp://www.accenture.com/Global/Consulting/CPO/DrivingOut.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcureShareServiceCenter.htmhttp://www.accenture.com/Global/Consulting/CPO/ProcureShareServiceCenter.htmhttp://www.accenture.com/Global/Consulting/CPO/HighPerformanceProcurement.htmhttp://www.accenture.com/Global/Consulting/CPO/HighPerformanceProcurement.htm


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Executives Can Achieve High Performance throughProcurement

Achieving High Performance through Procurement: HowAustralian and New Zealand Companies are Performing

Against Global Trends High Performance through Procurement: Accenture Research

and Insights into Procurement Performance Mastery

Global Strategic Sourcing

Sourcing and Selling in Emerging and Developing Markets Sustainable Sourcing: A New Approach to High Performance

in Supply Chain Management Sourcing Site by Site: Unlocking Value in the Procurement of

Maintenance, Repair and Operations Services Opportunities for Sourcing from Central and Eastern

European Suppliers Global Sourcing and Logistics: A Roadmap for High

Performance Achieving High Performance in the Chemicals Industry:

Sourcing of Complex Categories High Performance through Sourcing: Leveraging a Supply

Management Platform for Low-cost Country Sourcing High Performance through Global Sourcing: Leveraging

International Procurement Organizations in Modern China Procurement for High Performance: Global Sourcing in the

Industrial Products Industry

Outsourcing

Seizing the Opportunity: Achieving High Performance inTodays Economy through Procurement Outsourcing

Outsourcing and Procurement Mastery: How ProcurementMasters Leverage Outsourcing on the Path to HighPerformance

Sourcing & Procurement

A Road Map to High Performance for CPOs From Purchasing to Supply Network Design and Coordination Procurement Mastery: Achieving High Performance in

Procurement through a More Strategic Approach to

Purchasing
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ure.com/Global/Consulting/CPO/SeizingOutsourcing.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Industrial_Equipment/ProcurementIndustrialProductsIndustry.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Industrial_Equipment/ProcurementIndustrialProductsIndustry.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Subject/Supply_Chain_Mgmt/LeveragingChinaProcurementOrganizations.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Subject/Supply_Chain_Mgmt/LeveragingChinaProcurementOrganizations.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/Leveraging_Platform.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/Leveraging_Platform.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Chemicals/AchievingHPComplexCategories.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Chemicals/AchievingHPComplexCategories.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Retail/SourcingLogisticsRoadMap.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Industry/Retail/SourcingLogisticsRoadMap.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/SourcingFromEuropeanSuppliers.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/SourcingFromEuropeanSuppliers.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/SourcingPerformance.htmhttp://www.accenture.com/Global/Consulting/Supply_Chain_Mgmt/R_and_I/SourcingPerformance.htmhttp://www.accenture.com/Global/Consulting/CPO/AManagement.htmhttp://www.accenture.com/Global/Consulting/CPO/AManagement.htmhttp://www.accenture.com/Global/Consulting/CPO/SourceSellDevelopMarkets.htmhttp://www.accenture.com/Global/Consulting/Service_Mgmt/R_and_I/ProcurementPerformanceMastery.htmhttp://www.accenture.com/Global/Consulting/Service_Mgmt/R_and_I/ProcurementPerformanceMastery.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Subject/Supply_Chain_Mgmt/AchievingHPProcurement.htmhttp://www.accenture.com/Global/Research_and_Insights/By_Subject/Supply_Chain_Mgmt/AchievingHPProcurement.htmhttp://www.accenture.com/Global/Outsourcing/Business_Process_Outsourcing/Accenture_Procurement_Solutions/R_and_I/PuttingSeat.htmhttp://www.accenture.com/Global/Outsourcing/Business_Process_Outsourcing/Accenture_Procurement_Solutions/R_and_I/PuttingSeat.htm


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Sustainability

DC Velocity : Sustainability blog The Green Link to High Performance in Retailing

Achieving High Performance in an Era of Climate Change

Supply Chain Management

1. Creating Advantage from Adversity2. Holistic Approaches to Health Care Purchasing3. Is There Still Fuel in the Low-Cost Country Sourcing Engine?4. Delivering High Performance through the Life Sciences

Supply Chain5. 2007 Global Chemical Industry Supply Chain Best Practices

Study and Assessment

Chief Talent Officer/Director of Human Resources Research &Insights

Talent and Human Resources executives face a number of issues

affecting workforce talent and maximizing the performance of thattalent. Accenture offers solutions to improve business practices

and capabilities involving talent management, HR strategy,

learning, leadership, culture, organization design and more. These

research and insights offer points of view and information on a

wide range of subjects, from the changing role of HR to the role

talent plays in innovation and how these issues affect HR and

talent management today.

HR Transformation

IT Transformation: Sustaining IT Workforce Change The Missing Link: How Employee Mindsets Can Be Assessed

to Improve Business Performance Transforming the Public Service Workforce: New Ways of

Delivering Public Value Study
http://dcvelocity.typepad.com/sustainability/http://dcvelocity.typepad.com/sustainability/http://www.accenture.com/Global/Services/By_Industry/Retail/R_and_I/HPinRetail.htmhttp://www.accenture.com/Global/Services/By_Industry/Retail/R_and_I/HPinRetail.htmhttp://www.accenture.com/Global/Research_and_Insights/Policy_And_Corporate_Affairs/AchievingChange.htmhttp://www.accenture.com/Global/R

4 Company Accenture

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