Managing the Shifting Accountabilities of the ASEAN CHRO with Analytics

ASEAN is poised for growth, expansion and disruption. To source and retain skilled talent in this changing landscape, organizations will need to understand their people and create targeted solutions better than ever before.

Globally, organizations across industries have experienced disruptive growth as well as challenges over the past decade. Changing customer needs, emerging competition and disruptions in the value chain have led companies to look for newer sources of growth. In order to sustain and grow, companies have globalized to find new customers or sources of value creation. Organizations have expanded across various geographies within their regions or across continents.

As companies navigate through new landscapes, it has become increasingly clear to business leaders that they can use current and future markets trends to their advantage by leveraging their most important resource—people. As a result, there has been an increased focus on employing the right people and talent strategies.

In addition, market forces such as new waves of growth, continued volatility, changing employee expectations and shifting technology have further led organizations to rethink their HR and HR technology strategies.

As businesses strive to create a global or regional footprint, HR leaders and practitioners have been forced to rethink how they manage their talent and whether their sourcing and retention strategies are conducive to tapping into the evolving business and talent landscape. According to Accenture research, 81 percent of leaders cite attracting and retaining skilled talent as their biggest challenge.1

The ASEAN Talent ChallengeIn the past few years, ASEAN has become a new hub for companies aiming to gain a larger share of the ASEAN market. Home grown ASEAN companies have expanded their local presence as well to capitalize on the varying stages of market growth across the region’s countries. The ASEAN-projected growth rate for 2020 is 5 percent, which is greater than many other developing countries.

With companies expanding their presence in the region, ASEAN HR leaders need to compete for high quality talent in an increasingly evolving and competitive talent landscape. To source and retain skilled talent in this changing landscape, organizations will need to understand people and create targeted solutions better than ever before. ASEAN HR leaders therefore need to increasingly invest in adopting a data-driven and fact-based approach such as people analytics to manage the organization’s talent requirements while addressing the future workforce’s specific needs.

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The people imperative for the ASEAN CHRO

ASEAN’s Future Workforce and Human Capital Challenge ASEAN’s specific demographic, technology and economic DNA is accelerating the pace of change for its workforces and workplaces. As per Accenture research (The Future-Ready Organization Reinventing Work in ASEAN), trends such as a fast-growing working-age population, growing talent diversity, its digital drive, ASEAN Economic Community (AEC) collaboration, and enviable economic growth have created a unique set of opportunities and challenges for managing future talent needs.

ASEAN’s future workforceASEAN’s future workforce demands an agile, skill-ready and connected talent pool to support new and exciting opportunities that spur future business growth. This change will enable more opportunism and dynamism for future workplaces as talent drive their career growth. However, this shift also brings its own set of challenges as ASEAN companies and organizations struggle to adjust their work practices quickly enough to respond to these growth trends and other disruptive forces.

Barriers such as talent gaps and diversity, technology deficits, less agile management mindsets and adapting to AEC require additional efforts to create a workforce that can help organizations achieve their target organizational growth.

Multigenerational and Diverse WorkforceBased on Accenture research on human capital trends, the future workforce is expected to be more diverse in terms of generation, gender and even culture. Some of the factors for this diversity are an increase in number of young workers, career extension for older workers, increased incentives for female participation, and an increased talent pool of rural or low-income workers. These evolving demographics change workforce expectations and motivation, whether work autonomy, compensation, benefits or growth.

Talent diversity is also intensified by the complex composition of the AEC countries, with varied cultures, languages and social dynamics. ASEAN leaders are therefore compelled to create a common cultural framework for their organizations that is innovative, relevant and flexible.

ASEAN’s shifting focus toward value added services, combined with advances in technology, are pushing the pace of skills readiness. Without adequate and comparable opportunities for skill development across the region, organizations may experience an increased deficit of skilled resources, impacting their readiness to cope with AEC collaboration or implement future growth plans.

Digitally Driven WorkforceRapid digitalization has also changed the way people work in ASEAN, increasing the organizational dependence on virtual teams that work across borders on common business objectives. As ASEAN countries evolve into service-based economies and increase their focus on technology innovation, organizations need to support this drive by investing in upskilling their people, their most strategic asset, to keep pace with future talent demands.

By 2020, 55 percent of ASEAN’s working age population will be in the 20-39 age bracket, according to Accenture research.3 This young workforce is expected to be digitally literate with the ability to mine, analyze and interpret data and draw meaningful insights to deliver effective decision making. Additionally, the younger employees expect their organizations to provide digital platforms that integrate work with their lifestyles and thereby enhance productivity.

Need for New Mindset and SkillsFuture employees are also more likely now to work in cross-cultural teams and adopt a knowledge-sharing approach, emphasizing the importance in developing core strengths in “soft” skills, such as adaptability, collaboration, critical thinking and problem-solving.

Accenture’s research also highlights future trends where ASEAN workers will expect customized career progression paths and tailor-made learning and growth opportunities. The workforce is also expected to organize itself in radically different ways—as freelancers, contractors, and non-traditional forms of employment.

This rapid transformation is changing the skill set demanded from ASEAN leaders. Leaders with a global mindset, agile thinking and the ability to manage a multicultural workforce will drive business opportunities into outcomes. An inclusive approach that allows for greater work autonomy and knowledge sharing will change the hierarchical structure of the organizations and create frameworks that support collective leadership. However, the workforce’s ability to be proactive, flexible and adaptable will play a crucial role in the organization’s marketplace success. This need is accentuated where business leaders look to build regional presence and global brands, and people are expected to work in virtual teams.

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As self-management and self-evaluation approaches replace a standardized top-down approach, ASEAN leaders are expected to foster collaboration among their workforce. To meet talent needs, organizations across ASEAN will also plug into a broader ecosystem of talent, by improving internal talent mobility and moving beyond their organizational boundaries to source talent and ideas.

Increased Mobility Due to AEC 2015With the creation of AEC 2015, ASEAN countries will experience a rapid change in the business and employment landscape, as they move toward a single market for economic and investment activities. The AEC will establish ASEAN as a single market that facilitates the movement of talent.

This change will require ASEAN-focused businesses to manage potential talent gaps as the workforce finds new opportunities to move across the region and accelerate their careers. Additionally, the increased connectivity and mobility make it challenging for organizations to retain their best talent and will need to reconsider the growth opportunities and benefits assigned to high-performing talent to make them more competitive regionally.

The shift toward AEC 2015 also means that more organizations are expected to expand operations in ASEAN to take advantage of the economic stability and diverse customer base. This means that ASEAN HR leaders will need to compete for the same talent pool or seek new sources of talent.

With people at the center of this ongoing transformation, businesses in ASEAN are challenged to rethink and redesign more flexible sourcing, development and retention strategies to help cope. Leaders need to address external complexities by focusing their attention inward to address talent issues in their organizations in a factual and empirically driven manner. ASEAN-based HR leaders therefore need to rely on analytics more than ever before, as they design interventions or strategies that are customized, relevant and targeted in addressing the talent needs of tomorrow.

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Why Human Capital Analytics?With expanding geographic reach and varied customer offerings or businesses, the need to synthesize information across domains has never been felt more, along with the need to move from intuition-based decision making to a data-driven and evidence-based approach.

Managing people has become one of the most complex business domains, requiring data-driven analysis combined with people-driven strategies. HR leaders have therefore identified analytics as a priority to develop a clear understanding of their people and assess the effectiveness of people initiatives.

Analytics helps to develop proactive strategies based on predictive analysis rather than merely react to market/talent-related challenges. Organizations that use advanced human capital analytics are able to build a highly productive workforce in a short time frame, respond positively to market changes, and outperform competitors.

By using human capital metrics that are focused on cost, productivity, performance and turnover, organizations such as Google, Microsoft or Cisco, have been able to take more effective workforce decisions around hiring, engaging, rewarding, retaining and restructuring talent. Google applies advanced analytics to identify and hire best talent in the industry with a miss rate of less than 1.5 percent8. Cisco improved its retention rate from 65 percent to 85 percent7, saving nearly $50 million in hiring and training costs by keeping track of employee satisfaction levels.

For a growing number of organizations that use people analytics, talent metrics reveal if its people are doing what really matters. It helps to shape the way an organization structures teams, allocates resources and creates accountability.

With HR analytics, leaders are developing capabilities along with successful strategies to integrate HR decisions within the business strategy framework and tie workforce decisions to financial outcomes.

Analytics, when implemented and applied appropriately, can provide the right platform to design, validate and execute talent strategies that are business- and people-centric.

To develop the relevant talent strategies, it is imperative for ASEAN HR leaders to have a deeper understanding of the very people who drive the organization on a day-to-day basis. Analytics supports by analyzing past or current data for issues/patterns, reviewing current performance to identify potential risks or by predicting future scenarios/trends. It thereby creates an in-depth understanding of the factors that impact talent.

HR leaders can leverage these data-driven insights to develop targeted talent programs that drive regional business goals while successfully tailoring the implementation of global talent programs. With analytics, they have the ability to create the right talent pool at the right time by developing differentiated talent strategies; enhancing talent availability and succession planning; validating organization-wide talent hypotheses; enabling effective people decisions; and maximizing the return on investment (ROI) of talent programs.

Analytics uses key metrics and comprehensive data in order to derive the required business benefits. Analytics can be used to answer a multitude of questions and understand correlations among various factors. For human capital, it can focus on various aspects of the talent lifecycle. It can also help to identify how business goals/decisions are impacting talent management.

Some of the benefits or outcomes that HR and business leaders can look forward to are targeted talent skill development strategies, improved quality of talent acquisitions, reduction of attrition among high-performing people, optimization of rewards portfolio (in terms of value created vs. spend), increased visibility for talent deployment, easy identification of leadership potential, proactive course adjustments for potential program risks, and cost savings on talent program spend.

HR analytics support ASEAN HR leaders in addressing their unique business goals and HR issues

Using HR analytics as a key business and talent enabler

Talent Management Meets the Science of Human Behavior – Organizations use scientific tools and insights to drive better performance from their workforce2.The Future of HR – Accenture Multi-Year Research Program

Develop differentiated talent strategies

Enhance talent availability, deployment and succession planning

Validate hypothesis and enable effective people decisions

Maximize the ROI of talent management programs

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Analytics to develop differentiated talent strategiesAs global and regional ASEAN organizations prepare for the next wave of accelerated business growth within the region, analytics support is imperative to understand the diverse talent and develop differentiated strategies to acquire, manage and retain it.

Effective Talent SegmentationAnalytics can help to drive innovation in workforce segmentation based on relevant future criteria. ASEAN HR leaders can transition from traditional generic and single/dual dimension criteria to more advanced criteria that are data-driven, focus on behavior or values, and have a large number of multidimensional attributes (target talent profile, performance, career progression, extensive social attributes, digital acumen, etc.)

The new and business relevant talent segments will help HR leaders to understand their people as it relates to their organization’s unique profile. HR leaders can further develop appropriate acquisition, development and retention strategies to engage and enhance each talent segment.

A leading government agency in ASEAN used analytics to conduct data-driven segmentation that helped it to understand differences across workforce. Accenture built a workforce data model with over 400 variables to capture employee attributes and identified seven statistically unique segments. Key intervention areas were identified for each segment along with priority ideas for the organization to focus its analytics efforts on becoming a data-driven organization.

Targeted Talent Learning & DevelopmentRaising productivity and performance has emerged as a key priority for governments across ASEAN, as they seek to address issues such as industrial stagnation and shrinking workforces. As such, ASEAN HR leaders need to identify key metrics,

capabilities or traits to assess productivity levels across talent segments and plan for appropriate interventions.

Analytics solutions or models can be developed to combine future business/growth metrics and organizational culture requirements with target people characteristics to identify a profile of the future workforce. This profile includes skills, capabilities, behavioural attributes and target location. Based on talent assessment tools, HR organizations can identify talent learning gaps for the target profile and develop learning programs targeted at specific segments that need prioritized and customized intervention.

At a leading multinational computer technology corporation in North America, Accenture used predictive analytics to help identify key personality traits and capabilities, driving high performance in addition to identifying opportunities with a favourable “cost-to-benefit” profile for the client. With all the opportunities combined, the client identified potential to increase margins by approximately US$220 million.

Accenture helped a major financial institution implement analytics to identify employee segments and determine development needs. As an outcome, more than 500 high potential employees were added to the financial institution’s talent map with an individual development plan and 100 percent of the low performers were assigned a personal development plan.

Improved Quality of Talent AcquisitionsAs per the 2016 ASEAN Business Outlook Survey 20164, companies planning to expand operations in ASEAN believe that 70 percent of the employees would be host country nationals. With the onset of AEC, existing talent shortages and new market entrants, ASEAN-based HR leaders will need to adopt a fact-driven approach to compete for the best regional talent.

ASEAN HR leaders can use segmentation information to further validate, with local business leaders, the segments and skill sets that they value the most to help push their growth agenda in the near and long term. Based on this information, ASEAN CHROs can develop workforce planning models to identify current or

projected talent shortages and develop talent acquisition plans to prepare for the projected number of people, with the right skills, at the right location and with the right organizational fit.

HR Leaders can use the analytics information to sharpen the hiring process (e.g., reduce hiring lead time, reduce time to onboarding) and enhance the quality of talent (relevance to target skill set and talent profile) as well, thereby reducing the cost of hiring poor quality talent or of missed talent.

Accenture implemented analytics to help a client improve its candidate sourcing and sharpen its investments. It implemented Performance Index (PI), or “productive” versus “actual” months of service, as adjusted by weighted increments and decrements for performance, promotions, attrition and tenure. This work helped the client identify its core issue—poor performance of recruitment agencies.

Predictive Engagement, Attrition and Talent RetentionRetention of high-performing talent is a key priority for organizations due to the high cost of attrition in terms of lost productivity, hiring costs, onboarding costs, lost business opportunities, etc.

In order to retain existing talent, HR practitioners in ASEAN need to use a data-driven approach to identify attrition patterns and profiles of the people with high attrition risk. The resulting information can be validated further to test hypotheses for future attrition trends and develop strategies to improve the engagement and retention of high-performing and at-risk talent groups. HR leaders can also use employee analytics to identify enhanced and relevant strategies that improve the employee value proposition and compensation/benefits and therefore increase engagement, employee satisfaction and retention.

Using insights from predictive analytics for an ASEAN public services organization, we were able to help the client develop a focused approach to reduce attrition rates in two high risk segments. Annual attrition rates fell from about 20 percent and about 12 percent in these segments to 6 percent, lowering attrition costs by approximately US$1.5 million.

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At a global bank, Accenture used analytics to help drive a “total rewards optimization program” which significantly reduced costs (by approximately US$1,500-$2,500 per employee per year) while increasing satisfaction, retention and engagement of 94 percent of employees.

Analytics to enhance talent availability, deployment and succession planningEffective talent demand fulfilment requires organizations to identify trends, risks and potential supply shortages that require them to navigate through the extended workforce ecosystem. Using analytics to analyse the existing workforce and tap into the extended workforce allows organizations to respond to market changes by scaling up and down efficiently. It also helps to gain access to a mix of skills and predict suitability of talent pools to tasks while creating integrated platforms that bring together the diverse employee segments to collaborate and align their efforts.

Improve Talent Availability and DeploymentIncreasingly, HR professionals need to adopt a data-driven approach to identify varying sources of talent pools, internally and externally. By analyzing various talent groups within the organization, their skill sets and core attributes, HR leaders can identify potential sources of internal talent that can be leveraged for current or future talent needs. This information can be used to identify the accurate deployment for the talent group as well highlight any potential adjustments. Furthermore, succession planning for leadership can be enhanced by using analytics to ascertain the target leadership profile (relevant to the organization’s strategy) and analyze existing vs. potential people for the skill set, development needs and future growth path.

Using Extended WorkforceApart from internal talent, HR leaders need a sound understanding of and strategy for hiring an extended workforce to supplement short-term or even long-term talent needs. According to Accenture research,5 70 percent of large companies across all industries now use contingent labor, while 38 percent are planning to increase their contingent labor forces. Additionally, the new reality of this growing contingent workforce is that they are highly-skilled, located across the globe and deliver strategic value to the organization.

Identifying Leadership Potential and PipelineHR leaders can therefore help their organizations gain advantage over competitors not only by maximizing the potential of internal talent but also by leveraging the global network of its extended workforce (in collaboration with procurement) and developing relevant talent management practices.

Using predictive analytics-based solutions, Accenture recommended an optimal mix of in-house and contract labor to help bring down costs while maintaining customer satisfaction and productivity for a leading provider of television and communication services. Across all of the client’s regions in North America, the potential workforce savings are estimated at close to about US$35 million per annum.

Analytics to validate hypotheses and enable effective people decisionsIn Accenture research6 conducted at 600 companies, across the United States and United Kingdom, it was observed that while there was an increasing number of companies investing in analytics capabilities, most executives still relied on intuition and personal experience over data, facts and complex analysis.

Similar to other application areas such as investment decisions or marketing, analytics takes the guesswork out of important people decisions and facilitates targeted people-based decisions.

HR leaders understand the internal and external dynamics that impact the human capital decisions within the organization. They are also aware of the core interventions to be implemented to support talent objectives. However, an analytics-driven approach would help HR leaders to validate their assumptions, tweak their analysis and confidently implement talent strategies. The assessment is even more relevant for ASEAN HR leaders as they implement their programs amid limited resources, diverse talent and varying developmental needs.

For ongoing talent management programs as well as new initiatives, HR leaders can use analytics to assess the assumptions, progress and relevance of the program to drive the intended objectives or benefits. Based on the assessment, HR leaders take necessary steps to adjust the course of action to help increase the target benefits or avoid potential risks.

Accenture helped a global professional services company use analytics to measure the impact of various training programs on key business objectives and key performance indicators, establishing training thresholds (for planning and prioritization) and proactive identification of teams at risk of missing targets based on their training levels.

Analytics to maximize the ROI of talent management programsA complex organization with thousands of workers and many program variations requires a sophisticated engine to find the right action mix that delivers maximum ROI. Determining the right workforce mix—workforce types, performance and priorities—is the final step in creating an informed workforce solution that closes the talent gap and delivers top productivity and performance at best cost.

ASEAN HR leaders are required to drive and deliver global talent programs within the APAC or ASEAN business context.

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Additionally, they are tasked to drive regionally focused talent programs that aim to support regional or country-based business objectives or address talent based issues. Given that most HR leaders need to work with limited resources, prioritizing programs can deliver maximum ROI in the form of increased productivity, accelerated employee profitability, enhanced employee satisfaction, improved talent demand-supply balance, and reduced HR operating costs. This prioritization not only helps achieve target goals but also enables the business case for future investment in talent initiatives.

HR organizations that aim to maximize ROI on all their talent program investments need to apply analytics to assess region-specific factors and develop models that assess the effectiveness of talent programs efforts in relation to business outcomes.

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Despite the strong business case for embracing people analytics as the de-facto tool for people decisions, organizations worldwide have been slow to adopt. One of the key causes for the slower pace of adoption is the perceived difficulty in getting the right data and building analytics capability within the organization.

We believe that ASEAN CHROs can address this perceived complexity by taking a progressive approach that creates periodic wins. We therefore recommend that HR leaders in ASEAN adopt an incremental approach to building a sustainable HR analytics capability.

We recommend that ASEAN HR leaders initiate or accelerate people analytics capabilities by adopting a four-step continuous improvement approach that focuses on prioritizing HR initiatives, organizing available data, enabling analytics capabilities and initiating a focused effort.

Organize DataMore often than not, HR leaders spend significant effort on creating quality data prior to analyzing it or shelve the analytics effort due to lack of quality information. To build a strong analytics capability, it is key to note that the process for obtaining quality data is iterative in nature. It is important to begin the HR analytics journey with available data while creating supplementary initiatives to enhance data quality or create missing data for future usage.

Organizations typically gather a large amount of people-related data on a regular basis. However, most of this data remains untapped. Based on the prioritized initiatives for enabling people analytics, HR practitioners can review available internal data, whether structured (e.g., employee records) or unstructured (e.g., social network posts) and identify sources of internal or external data to supplement any potential gaps.

Prioritize HR InitiativesTo support the business case for investing in HR analytics capabilities, HR leaders need to prioritize their people imperatives or proposed people initiatives in a matrix that allows them to identify initiatives that have the potential to provide valuable benefits while creating relatively low disruption to the business or talent’s performance. These prioritized imperatives need to be further analyzed to understand the sources of data or the ease of obtaining the data.

For ASEAN leaders, the analytics prioritization effort is even more important given the already scarce resources to invest in people-related capabilities. For example, analytics can deliver valuable benefits in talent acquisition or high-performer retention. However, if potential ROI and effectiveness from learning initiatives for sales teams promises greater rewards (and companies can easily obtain the data to make this assessment), HR Leaders can focus their effort on the latter.

Enable Analytics CapabilityEstablishing an analytics capability requires HR leaders to develop the framework for:

• People: Talent with an analytics skill set

• Process: HR analytics project management approach

• Data: Sources and quality of information

• Technology: Analytics models, simulations and reporting

• Governance: Initiative prioritization, risk management and monitoring of progress or outcome attainment.

While it is essential for organizations to define a sustainable HR analytics framework to assess or validate talent management initiatives, HR leaders can begin by leveraging existing analytics capabilities within the organization. Most companies possess some form of analytics capability, largely to perform business analysis reporting. By leveraging the existing analytics resources such as people, processes and technology, HR leaders can embark on the journey while minimizing set-up costs.

Strategies to build a sustained HR analytics capability

Organize data

Implement and refine the process

Prioritize HR initiatives

Enable analytics capability

Leverage, organize and calibrate internal data. Supplement the data with external data points as well

As a starting point, focus on developing core capability on a specific talent management priority to hone the process

Organize the HR analytics priorities based on magnitude of issue and value generated by the outcome

Organize the team to develop capability for developing valuable information and for developing analytical viewpoints

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In terms of the analytics skill set, HR leaders can combine analytics knowledge with HR specialists’ skill sets. With regards to governance, however, it is important for HR leaders to develop a proper governance framework at the outset to help closely monitor progress, assess outcomes and adopt any necessary corrective actions at the appropriate time.

Technology is a key enabler for any analytics effort. While HR organizations can initiate their assessment based on available modeling tools or Excel-based models/simulations, they need to create a road map for future technology investment such as on premise applications or even private Cloud applications with modeling services. Accenture has helped clients implement strategic tools such as Success Factors or Workday, which serve as platforms to manage talent-related operations while providing additional data analysis features.

Implement and Refine the Analytics ProcessOrganizations worldwide, including ASEAN, have been slow to adopt analytics and realize its benefits due to the perceived challenges in building a resource-intensive capability. We therefore recommend HR leaders develop people assessment capabilities by focusing on prioritized initiatives and adapting analytics capabilities in an iterative manner.

Through the implementation journey for one of the prioritized initiatives, the analytics team together with leadership can further hone the process in order enhance the speed and accuracy of delivering project outcomes.

While analytics provides adequate information for analysis, HR leaders will continue to play an important role in assessing and interpreting qualitative information and taking corrective steps based on available information.

With analytics, ASEAN CHROs can create the right framework to deliver valuable people insights to business leaders and support business goals with strong talent management strategies derived from fact-driven analysis. Additionally, to overcome any perceived limitations in developing an HR analytics capability, HR leaders can take a progressive approach that leverages available analytics resources and strives to enhance the quality of data or outcomes along the analytics journey.

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References1 Future of HR – Accenture proprietary research conducted with 1,034 senior executives at global 2000 sized organizations, interviewed between September 2012 and January 2013 in 9 Countries (US, Brazil, UK, Germany, France, Italy, Spain, Japan and China)

2 The future of HR – Evolving the HR function to create significant value for the business, given current and future business trends https://www.accenture.com/sg-en/insight-future-of-hr.aspx

3 The Future-Ready Organization Reinventing Work in ASEAN – Accenture Analysis of data from Euromonitor International, 2013

4 ASEAN Business Outlook Survey 2016 – Report compiled by: AmCham Singapore & the U.S. Chamber of Commerce https://www.uschamber.com/sites/default/files/documents/files/abos_16_preview_1.pdf

5 Accenture Internal research – Contingent Labor Management: A Growing Concern and Emerging Opportunity

6 Accenture Research conducted in 2013 across 600 companies in US and UK: Analytics in Action: Breakthroughs and Barriers on the Journey to ROI

7 http://www.globoforce.com/gfblog/2015/connecting-recognition-transform/

8 https://analytics.club/how-google-is-using-people-analytics-to-completely-reinvent-hr/

For more information, please contact:Mike Sweeney+65 91017390 m.sweeney@accenture.com

Steven Brewin+65 91881614 steven.brewin@accenture.com

Amruta Dighe+65 94369050 amruta.dighe@accenture.com

About AccentureAccenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.