225 Posts found for Source: Accenture

Mergers and acquisitions is an art, a science and, ideally, a structured corporate discipline characterized by repeatable methodologies, strong governance, formal metrics and specialized skills. Results of an Accenture study reveal how 110 of the world’s most successful “serial acquirers” use mergers and acquisitions to strengthen growth and increase profitability.

Content: Article | Authors: Artur Meinzolt, Hans Langthaler, Mirko Dier, Moritz Kübel | Source: Accenture | Subject: Mergers & Acquisitions

When Professor William Kahn first introduced the concept of engagement more than two decades ago, he observed that, for employees to engage at work, they must see meaningful benefits from investing their time and energy; they must have physical, cognitive and emotional resources available to invest; and they must feel that it’s safe (that is, without negative consequences) to invest themselves.

Content: Quotation | Authors: Elizabeth Craig, Lauren DeSimone | Source: Accenture | Subjects: Human Resources, Organizational Behavior

When do multiple calls, long wait times and excessive handoffs turn into lost business? Citing new research, Accenture examines the subject of customer tolerance: articulating the impact of service tradeoffs, companies’ ability to rebound after service failures, and the relationship between customer satisfaction and the service experience.

Content: Article | Source: Accenture | Subject: Customer Related

In this employee engagement study, Elizabeth Craig of the Accenture Institute for High Performance and Lauren DeSimone of the International Consortium for Executive Development Research, explore this topic in depth. Based on research, they identify the key drivers of engagement, revealing how companies can create it in their organizations and, more importantly, sustain high levels of engagement over time.

Content: Article | Authors: Elizabeth Craig, Lauren DeSimone | Source: Accenture | Subjects: Human Resources, Organizational Behavior

Mergers can be a great way to raise efficiency and access new markets. But if even temporary problems occur (e.g., quality dips, stock-outs, service glitches), mergers can quickly become a way to lose customers. To avoid such problems, a growing number of merger-minded companies are using analytics.

Content: Article | Authors: Brendan Dugan, Bruce Kiene | Source: Accenture | Subject: Mergers & Acquisitions

In the digital world, channel savvy, highly mobile, multiple device-happy consumers are in control. While they move from one media channel to another—and from one device to another—companies across industries are struggling to keep pace.

Anticipating consumers’ every move to conversion—and measuring every interaction across every channel—is essential to realizing a strong MROI and to sustaining competitive differentiation. Yet, pervasive methods for understanding consumer behaviors fall … [ Read more ]

Content: Article | Source: Accenture | Subject: Marketing / Sales

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Customer service—not price or product—is why most consumers switch providers. There also is strong evidence that loyalty-enhancing, profitable services are best achieved with a differentiated approach that addresses specific customer needs. Accenture discusses core segmentation criteria and introduces a cross-functional guide featuring actionable service strategies.

Editor’s Note: I highly recommend this one…

Content: Article | Source: Accenture | Subject: Customer Related

Trust—defined as expectations set plus expectations met—is critical to customer satisfaction and engagement. Unless expectations are explicitly set customers will come up with their own, based on a collective history of best and worst experiences. And this presents companies with an impossible dilemma: Failed execution against unknown expectations.

Content: Quotation | Source: Accenture | Subjects: Customer Related, Trust

The biggest problem with a successful company is that you don’t learn from success. Learning from failure is so much easier.

Content: Quotation | Source: Accenture | Subjects: Learning, Organizational Behavior, Success / Failure

Every business needs three types of people: Flashlights, who see what is coming and send warnings signals in a timely fashion; Innovators, who pick up those signals and innovate; finally, the Doers, who make it all happen.

Content: Quotation | Source: Accenture | Subjects: Corporate Governance, Human Resources, Management, Organizational Behavior

Most organizations and most boards of directors recognize the need for integration at the top but they also know that integration is elusive and often temporary. Research—still in its early stages—by the Accenture Institute for High Performance, has begun to identify the behaviors, the composition and the cognitive styles associated with global top management teams that achieve high performance.

The questions are tough: should top management … [ Read more ]

Content: Article | Authors: Claudy Jules, Joshua B. Bellin, Nandani Lynton, Robert J. Thomas | Source: Accenture | Subjects: Leadership, Management, Organizational Behavior

Customer-centricity is an increasingly important requirement for competitive advantage and, ultimately, high performance. As part of this, developing a robust customer analytics strategy has become vital to help identify the segments that matter, draw insights about behavior and point the way to process changes that will impact customer loyalty and profitability. Accenture discusses how some organizations have effectively done this and outlines four principles that … [ Read more ]

Content: Article | Source: Accenture | Subjects: IT / Technology / E-Business, Market/Investment

In the post-recession business reality, performance management is becoming a key enabler of high performance. Accenture explores the practices of leading companies to help provide a blueprint for a more effective approach to performance management.

Content: Article | Authors: Catherine Farley, David Gartside | Source: Accenture | Subjects: Human Resources, Management

In a multi-polar world—a volatile, interdependent, globalized marketplace where upstart rivals can emerge quickly from any corner—competitiveness at speed remains imperative. But many of the previous bases for competition are no longer viable. Companies offer mostly similar products and use comparable technology. Proprietary technologies can be copied quickly. Physical location matters less when customers use the Internet to search and transact.

What’s left as a … [ Read more ]

Content: Quotation | Source: Accenture | Subjects: Customer Related, Market Research, Marketing / Sales

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Companies know that collaboration among people, departments and organizations is important. But collaboration behaviors, structures and outcomes are tough to quantify and, as the saying goes, you can’t manage what you can’t measure. Accenture offers insights on how to identify and obtain the most productive levels and kinds of collaboration.

Content: Article | Authors: Robert J. Thomas, Yaarit Silverstone | Source: Accenture | Subject: Organizational Behavior

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The most enduring source of competitive advantage for a company could well be its people. Yet few organizations develop business strategies that align fully with their human capital strategies. Citing in-depth research and its own HR improvement journey, Accenture talks about how companies can create better strategies by leveraging the multiple dimensions of human capital management.

Content: Article | Authors: Adrian Lajtha, David Smith, Yaarit Silverstone | Source: Accenture | Subjects: Human Resources, Management

How do you get it done? What steps will help you progress along the path to analytic maturity? Three areas — leadership, breaking down silos, and developing and keeping talent — are fundamental to fostering an analytics culture.

Content: Article | Source: Accenture | Subject: Management