Pat Connolly

When a company is organized around traditional silos versus customer needs, the products and services they make will reflect the structure and needs of the company, not the customer.

Take these four actions to help prepare your workforce for hypergrowth

The success of serial dealmakers depends on how well their workforces can absorb and integrate new employees. Helping people embrace change eases this challenge and supports hypergrowth better. Here are four actions you can take today to get to that goal.

Trust is at the Core of Any Successful Enterprise

The 4 Cs of trust is a simple model that guides leaders to action. It’s based on the premise that although people experience trust in different ways, there are behaviors that increase the likelihood of building trust over time.

M&A: Does Your Talent Approach Fit Your Deal?

The M&A landscape has changed. Beyond market share and cost synergies, the value of M&A increasingly lies in transformation and growth.

Companies can’t afford to delay transformation for the sake of integration, as it freezes their ability to innovate while competitors surge ahead. Deal approaches need to change, allowing organizations to transform, and talent to flourish during integration.

Using deal intent as a guide, C-suite leaders can … [ Read more ]

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.