Is Performance Management Performing?

Organizations are spending millions of dollars and thousands of hours on performance management. Yet too few leaders are confident that their approaches are supporting the workforce of the future or improving the performance of the business itself.

It is time to revitalize performance management: To become more aware of the diversity of different segments of the workforce, to become open and more transparent, to foster real-time … [ Read more ]

Being Digital: Fast-Forward to the Right Digital Strategy

Digital disrupts business strategy. Finding the right competitive response is complex. Executives must act fast across multiple layers of the business.

There is no one path to becoming a digital leader. Intelligent experimentation— a marathon in sprints—means business leaders need a fundamentally different approach to how strategies are developed and executed.

Being Digital: Seven Essential “No-Regret” Capabilities

This report offers pragmatic advice on how incumbent organizations can identify, develop and excel with digital— and suggests seven critical “no-regret” capabilities to be digital now. As the term implies, these capabilities can help organizations develop and improve today, irrespective of their digital strategy or industry, to realize benefits for the longer term.

Ioannis Ioannou

I think that a map of stakeholders could help companies to make sense of the environment they operate in and the levers of influence available to them so that they can forge valuable relationships with all relevant actors. Without a clear understanding of who these players are, which role they have for the organizations and what kind of relationships exist among each other, it is … [ Read more ]

Ioannis Ioannou

I think a good way to think about agility is the ability of a company to strike a balance between their “explorative endeavors” (innovation, R&D, entering new markets) and their day-to-day focus on execution and meeting their margins—what we could call their “exploitative side.” These so-called “ambidextrous organizations” are able to exploit their current position while keeping their eyes focused on their external environment, reacting … [ Read more ]

Circular Advantage: Innovative Business Models and Technologies that Create Value

Accenture research shows that leading organizations are now adopting circular economy models—decoupling growth from scarce resources and, thus, gaining a competitive edge (what we call a circular advantage).

We are rapidly approaching a point where the linear growth model is no longer viable for companies. This is due to the rising global affluence, the inability of many nonrenewable resources to keep up with demand, the strained … [ Read more ]

Open Innovation: Collaborating Successfully with Small High-Tech Firms

In the age of big bang disruption, inward-looking growth strategies can be risky. It comes as no surprise then, that there are a large number of companies turning to partnership with small high-tech firms to ensure faster and more effective innovation.

By directly engaging with outsiders – consumers, suppliers, universities and even competitors – large companies have been able to develop highly efficient innovation processes and … [ Read more ]

Turning Change Upside Down: How New Insights are Changing Old Assumptions

Many executives believe organizational change is an inherently messy, chaotic process. Without a doubt, change can derail business. But that’s because leaders have been managing it using faulty assumptions and outdated mental models. Learn how today’s wealth of data and powerful analytics capabilities have uncovered predictable patterns of how organizational change unfolds.

A New Blueprint for HR

Right now, Silicon Valley companies and other start-ups are leading the way when it comes to delivering consumerized employee experiences and cultural agility. But such an approach to HR is actually available to any company, regardless of size or industry. There are HR models and blueprints available to your company that can help you attract, develop and retain top talent more effectively and consistently.

Equally … [ Read more ]

Michael V. Peterson, Christopher R. Roark, Amrita Kimmi Grewal, James M. Scully

Enterprises must make a conscious decision as to what competitive and growth levers they should pull and over what time horizon. They need to understand what it means to win: Are we after revenue, return to shareholders, profit, market position, or a global presence? They should also work through what it would mean to win today versus tomorrow, and where winning would take them relative … [ Read more ]

David Gartside, Colin Sloman, Janice Simmons, Susan M. Cantrell

People’s performance is best when they are performing work that is at the intersection of three elements—what they’re good at, what they like, and what adds value to the organization or world.

David Gartside, Colin Sloman

[Globally] HR professionals will need to understand regional or country differences regarding the number, quality, and types of skills available, typical turnover rates, employment regulations, costs of labor, healthcare policies and costs, talent mobility policies, cultural norms and values, the strength of the employer brand, and the specific employment value proposition that will attract and retain people.

Based on these data and insight, HR will … [ Read more ]

Trends Reshaping the Future of HR: Digital Radically Disrupts HR

Digital technology is changing the face of human resources. Top-performing HR organizations will likely respond by becoming smaller, less centralized and more project-oriented. Expertise in marketing and analytics will be highly valued. New ways to identify, attract and nurture talent could proliferate, with more emphasis given to workplace culture.

Powering Profitable Sales Growth—Five Imperatives

Accenture, in collaboration with CSO Insights, a leading research and benchmarking organization, conducted in 2014 the 20th annual study on sales performance optimization to assess current sales performance, challenges facing sales executives, and what organizations are doing to address those challenges.

California Dreaming

What makes Silicon Valley’s iconic IT companies tick? New research points to the unique culture created and nurtured by these high-tech players—a blend of innovation, entrepreneurship and excitement others want to kindle. But can IT executives ignite this in their own companies?

Beyond Supply Chains: Empowering Responsible Value Chains

Instead of focusing only on commercial advantage, leading companies are balancing that with environmental impact and local economic development. It’s what we call, “the triple advantage,” where value chains support business goals and contribute positively to the socio-economy. Accenture and the World Economic Forum joined to identify 31 supply chain practices that lead to a triple advantage.

Giving Customers What They Want: Growth and Differentiation Through Selling Business Outcomes

It’s hard to find a major B2B product company that doesn’t offer some type of value-added solution to complement their standard product lines. However, most of the “solutions” are, at their core, simply pre-packaged offerings which are not specifically designed to target a customer’s true needs.

To truly distinguish themselves from competitors, deliver greater value to customers, and grow more profitably, B2B companies need to focus … [ Read more ]

Master of the Digital Universe

The influence of the best IT functions is being felt throughout their organizations—serving customers better, integrating with business strategy, empowering employees and using data to deliver insights and measure business impact. In the process, they are changing the rules of how to run a successful digital enterprise.

Editor’s Note: topic material, but useful for the issues considered…

Invest to Win: Placing the Right Bets in a Shifting Competitive Environment

Most corporate strategies share a high-level mission: Understand what current or potential customers value, and use those insights to sell products and services. Citing examples from five industries, Accenture examines the complex investment decisions that companies must make to achieve a variety of business goals.

Growth Strategies for a Digital World

What does it take to be a digital business, and why should companies try to become one? Citing industry profiles and corporate case studies, Accenture observes that truly digital businesses often excel at generating, as well as meeting, demand; developing profitable new products and customer experiences; and maximizing margins.