166 Posts found for Source: Outlook Journal (Accenture)

When the environment is continuously unstable, it is no longer volatile. Rather, we have entered a new economic era… Nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people.

Content: Quotation | Author: Jeff Immelt | Source: Outlook Journal (Accenture) | Subjects: Economics, Management, Risk Management

To drive a new era of growth, companies will increasingly be required to collaborate with enterprises outside their corporate boundaries. Doing so successfully requires coordinated attention to a range of human capital strategy issues covering talent, leadership, culture and organization.

Content: Article | Authors: Alex Kass, Craig Mindrum, Ph.D., Kelly L. Dempski, Terence Wallis | Source: Outlook Journal (Accenture) | Subject: Management

Companies rarely manage their workforce capabilities with the same rigor they do their stock inventory—that is, through careful assessments of what they have versus what they need. Even those that do skills assessments rarely go beyond a “dump” of basic resume data.

Content: Quotation | Source: Outlook Journal (Accenture) | Subject: Human Resources

Unaddressed customer feedback can have harmful repercussions, but if you develop the ability to gather and organize customer reactions, you can use them to inform and enhance your operations. Links across functions are usually required, since a poor customer experience with one channel is often communicated through another, only to have a third group tasked with resolution.

Content: Quotation | Authors: Floren Robinson, Justin M. Brown | Source: Outlook Journal (Accenture) | Subject: Customer Related

By definition, governance is about making decisions and handling exceptions. Yet too rigid an approach may limit innovation and the autonomy of individual managers to make the best decision for their parts of the business. On the other hand, leaders need to be wary of promoting an undisciplined “Wild West” mentality. Deciding where to draw such lines requires a thoughtful reading of company culture and … [ Read more ]

Content: Quotation | Authors: Floren Robinson, Justin M. Brown | Source: Outlook Journal (Accenture) | Subject: Corporate Governance

The conventional wisdom that most acquisitions destroy value might be obsolete. Our latest research shows M&A success rates have climbed, and that top-quartile performers—and often even median ones—can create substantial amounts of shareholder value in any industry or region, at any point in the economic cycle.

Content: Article | Authors: Ryan McManus, Thomas J. Herd | Source: Outlook Journal (Accenture) | Subject: Mergers & Acquisitions

When companies sense the need to find a new growth business, many turn inward, searching to extend core competencies and relying on centralized planning. High performers, on the other hand, look outward, focusing on the edge of markets and the perimeter of their company for insights and opportunities.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subject: Strategy

Some companies attempt to segment customers based on characteristics such as profitability and cost to serve. But not many organizations have mastered global segmentation: creating shared messages and comparable selling models for like customers regardless of location. Across markets worldwide, enlightened manufacturers, retailers and service providers are leveraging customer commonalities.

Content: Article | Authors: Robert E. Wollan, Tzeh Chyi Chan | Source: Outlook Journal (Accenture) | Subject: Marketing / Sales

How can companies develop workforce programs that are globally effective and consistent but still locally relevant? Accenture looks at the challenge from numerous perspectives, including organizational structure; HR operating models; top management selection; talent acquisition and retention; performance measurement; technology support; and compensation and motivation.

Content: Article | Authors: David Gartside, Rustin Richburg, Stefano Griccioli | Source: Outlook Journal (Accenture) | Subjects: Human Resources, International

History has demonstrated that the advantages of labor arbitrage seldom last forever. Moreover, plentiful labor is not a guarantee of skilled labor. Any advantage derived from labor arbitrage will ultimately be outweighed in value terms by accelerated cycle times, reduced defects and greater flexibility. This was a lesson learned by post-war Japanese manufacturers. Once they lost their status as low-cost producers, they began to reinvest … [ Read more ]

Content: Quotation | Author: Bob Suh | Source: Outlook Journal (Accenture) | Subject: Economics

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Change management and program management are effective, widely known concepts. However, there is a growing need for a methodology designed specifically to help support massive change efforts, such as large mergers or acquisitions, major market-penetration programs and game-changing product launches. Accenture discusses how an effective journey management program might operate.

Content: Article | Authors: Adam Riley, Teri Babcock | Source: Outlook Journal (Accenture) | Subject: Change Management

By building on the extensive data generated as part of a business process outsourcing relationship, companies can more rapidly achieve higher levels of analytical sophistication.

Content: Article | Authors: Barbara J. Duganier, Michael J. Salvino | Source: Outlook Journal (Accenture) | Subjects: IT / Technology / E-Business, Management

Forward-thinking business leaders see product lifecycle management as an essential discipline for driving innovation and growth while managing costs and improving pricing.

Content: Article | Authors: A. J. Gupta, Kevin P. Prendeville | Source: Outlook Journal (Accenture) | Subject: Management

Instead of implementing periodic change programs, tomorrow’s success stories will adapt constantly to new trends and directions. But how does a company develop this capability? Accenture discusses the competencies, structures, leadership tenets and performance metrics that enable companies to change rapidly and organically.

Content: Article | Authors: Adrian Lajtha, Andrew Leach, Lori L. Lovelace, Walter G. Gossage, Yaarit Silverstone | Source: Outlook Journal (Accenture) | Subjects: Change Management, Organizational Behavior

Yes, but not until basic sustainability practices are fully integrated into the way business is done, both strategically and operationally.

Content: Article | Authors: Bruno Berthon, David J. Abood, Peter Lacy | Source: Outlook Journal (Accenture) | Subject: Social Responsibility (ESG)

Why are some companies able, or not able, to retain top talent? Knowing the answer is critical because high performance requires a knack for attracting, developing and keeping great people. Accenture discusses how top companies consistently recognize, nurture and hold on to the best of the best.

Content: Article | Authors: David Smith, Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Organizational Behavior

Many businesses build slowly with a few solid customers, grow rapidly as demand swells, and then slow their ascension. This progression is called the S-curve. High-performance businesses, however, regularly launch new S-curves and thus enjoy renewed competitive advantages. What characteristics separate these companies from those with lesser skills?

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

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Analytics is more than a technology. In Accenture’s view, analytics is a transformational phenomenon that, by basing more decisions in empiricism, could fundamentally change how business is conducted. Accenture’s chief scientist presents five ways that the “sophisticated and analytically oriented enterprise of the future” might operate differently.

Content: Article | Author: Kishore S. Swaminathan | Source: Outlook Journal (Accenture) | Subject: Management