166 Posts found for Source: Outlook Journal (Accenture)

Companies should not presume to treat all employees—or customers, for that matter—in a single country as having the same culture or national identity, even in developed nations. Many of today’s employees have spent long periods of time in more than one country, creating sustained connections that deeply affect spending and consumption (for example, continued remittances to family in home countries), social ties, gender roles and … [ Read more ]

Content: Quotation | Authors: Karen Crennan, Marcia A. Halfin, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Culture, International

In a world where trust is more perishable than ever—where one negative experience can color a buyer’s perceptions forever—businesses must figure out how to effectively capitalize on the trust they have built while at the same time protecting their hard-won reputations. They must also learn how to harness the democratization of information—particularly the Web-based input and unfiltered opinions of self-anointed “experts” and dissatisfied customers—to help … [ Read more ]

Content: Quotation | Authors: Karen Crennan, Marcia A. Halfin, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Reputation, Trust

Leaders aren’t good merely at decision making. In a multi-polar world, “CEO” also stands for “chief education officer.” A stumbling point for many organizations on a major change journey is that the top level of management has often moved on emotionally toward the new destination before many others have even started on the journey.

An effective CEO needs to step back and bring people along, to … [ Read more ]

Content: Quotation | Authors: Peter Cheese, Walter G. Gossage, Yaarit Silverstone | Source: Outlook Journal (Accenture) | Subjects: Change Management, Leadership, Management

If a company is to leverage its workforce to create a distinct competitive advantage, it must develop a strategic talent-management function that can advance its employees faster and more reliably along a clearly defined path.

Content: Article | Authors: Donald B. Vanthournout, Maeve Lucas | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Management

Knowledge management is not just about making information, news or content readily available—even content indexed by performance need; this form of knowledge sharing and content management is too passive. What a flat organization needs is actionable knowledge, and the best kind of such knowledge will likely come from another part of a company: “I know what you’re trying to do; here’s what we did, and … [ Read more ]

Content: Quotation | Authors: Craig Mindrum, Ph.D., David Smith | Source: Outlook Journal (Accenture) | Subjects: Knowledge, Learning

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Complacency, complexity and strained legacy systems are conspiring to raise the risk of an unexpected IT disaster to alarming levels. Standard backup policies and redundant systems are no longer enough. What’s needed now is a strategic emphasis on rapid and well-rehearsed recovery.

Content: Article | Authors: Gary A. Curtis, Gil Brodnitz, Robert Emmel | Source: Outlook Journal (Accenture) | Subjects: IT / Technology / E-Business, Risk Management

Now that pricing is seen as a primary contributor to better performance, many companies are applying advanced technology and setting up new teams so they can price more effectively. But that’s not enough. Here’s how to make pricing a sustainable part of management’s strategic repertoire.

Content: Article | Authors: Greg Cudahy, Thomas G. Jacobson, Tiago L. Salvador | Source: Outlook Journal (Accenture) | Subject: Pricing

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Companies are beginning to look beyond traditional metrics like price-earnings ratio to assess their effectiveness at generating growth through innovation. Determining a company’s future-value premium provides a simple but effective way for management to diagnose and understand the complexities of market expectations, as well as the investment community’s confidence in the company’s long-term outlook.

Content: Article | Authors: Marco A. Merino, Toni C. Langlinais | Source: Outlook Journal (Accenture) | Subject: Innovation

In the global competition for talent, some companies may view the endgame as a matter of adding the right individuals. But the key to winning on talent is multiplication, not addition. Companies that build this critical capability will generate superior effort, creativity and results from their workforces.

Content: Article | Authors: Elizabeth Craig, Peter Cheese, Robert J. Thomas | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Human Resources

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Converging trends are creating a new technology ecosystem that will address concerns ranging from hardware, applications and infrastructure to systems development and worker enablement. Net result: Enterprise agility will be the next basis of competition.

Content: Article | Author: Kishore S. Swaminathan | Source: Outlook Journal (Accenture) | Subjects: IT / Technology / E-Business, Trends / Analysis

Whether developed internally or purchased, many tools designed to gauge employee mindsets-their attitudes, behaviors and practices-operate at a surface level. Individual items or questions do not point toward larger constructs or “scales” that accurately reflect an organization’s performance anatomy.

In addition, most assessments fail to link questions to strategic and measurable objectives, such as using a specific set of metrics to determine whether a company … [ Read more ]

Content: Quotation | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Management

As the best professional investors know, it’s not how much you invest that helps you outperform the market, it’s where and how you invest. The same principle applies to workforce performance. By differentiating workforce investments, and by tailoring those investments to critical jobs and roles, high-performance organizations in both the public and private sectors get a bigger bang for their buck in the form of … [ Read more ]

Content: Quotation | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Training & Development

At today’s leading organizations, executives in pursuit of high performance are becoming more sophisticated in the way they make investments in workforce services and employee development-which means targeting the key workforces most critical to their strategic goals.

Content: Article | Authors: Christian Marchetti, Ellen M. Balaguer, Peter Cheese | Source: Outlook Journal (Accenture) | Subject: Human Resources

Supply-chain risk management is intimately connected to protecting earnings and shareholder value. By better understanding the financial consequences of supply chain vulnerabilities, companies can develop proactive, predictive approaches that focus on developing ongoing business resilience, not just recovery from disasters or other disruptions.

Content: Article | Authors: Jade Rodysill, Russ Beverly | Source: Outlook Journal (Accenture) | Subject: Operations

Many companies wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But that’s almost inevitably too late. High performers, by contrast, change before they must, knowing that the best way to transform is from a position of strength.

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

Pricing strategies fail when nobody in the organization can report on how they are being implemented, and when there is no way to sense how customers are responding to them. Without analytic processes to interpret the outcomes of pricing decisions-changes in profitability and customer satisfaction, for example-companies are more or less flying blind.

Content: Quotation | Source: Outlook Journal (Accenture) | Subject: Marketing / Sales

Organizations in trouble know “where it hurts.” But when the pain isn’t obvious, organizations need better sensing capabilities to detect their more subtle or hidden transformation needs. They also need a greater ability to act on insight, because changing from a position of strength often requires altering areas of the business that are currently successful, or at least profitable, and the likelihood of internal resistance … [ Read more ]

Content: Quotation | Source: Outlook Journal (Accenture) | Subjects: Change Management, Management