The 5 Hallmarks of Operational Excellence Service in Corporate Excellence - The Human Equation 21...

The 5 Hallmarks of Operational Excellence

Service in Corporate Excellence - The Human Equation21 February 2014

Copyright © 2012 Accenture All rights reserved. 2

Context – The Accenture Business


Other ingredients for your secret sauce

(aka “The glue that holds it all together”)

Discussion Outline

Setting the Context - Accenture


Some facts & figures

• 275,000 employees worldwide

• Over 4,000 clients in more than 120 countries

• We serve 91 of the Fortune Global 100 and more than three-quarters of the Fortune Global 500

• 99 of our top 100 clients have been clients for at least five years

• 91 of our top 100 clients have been clients for at least 10 years

Accenture – the CompanyService in Corporate Excellence - The Human Equation

The 5 Hallmarks of Operational Excellence(aka Structures, HR Systems & Processes)


1. Naming the company’s competitive essence

2. Establishing the right structure

3. Out-executing: The path from strategy to action

4. Balancing structure and execution

5. Choosing the right journey


Service in Corporate Excellence - The Human Equation


• What the organization does better internally than any of its competitors, in order to drive value for its customers.

• Simple and clear

• Everyone in the organization understands it

• Is more than a brand image or clever tagline.

• Test = can outsiders sum up the company’s uniqueness

NASA Janitor to JFK:

“I help men get into space”




MissionTo help our clients become high-performance businesses

and governments.

VisionTo become one of the world's leading companies, bringing innovations to improve the way the world works and lives.





Accenture’s is all about Delivering high performance

• Knowing what ‘high performance’ looks like, by industry

• Being able to measure outcomes

• Knowing what to invest in

Singapore = #1



High Performance also = outcomes each client seeks to achieve


PROCESS:

Each engagement defines pathway from

‘Issues to Outcome”



• Driven by what capabilities we need for competitive advantage, where we source these activities, and who should perform them.

• Evolves

2. Establishing the Right Structure

ILLUSTRATIVE



• Anchored in the Core Values of Client Value Creation and One Global Network.




• Comms

• Media & Entertainment

• High Tech

• Health

• Public Service


• Banking

• Capital Markets

• Insurance

• CGS• Retail• Life Sciences• Retail• Travel &

Transportation• Logistics &

Freight• Infrastructure

• Energy

• Utilities

• Natural Resources

Communications, Media

& TechnologyFinancialServices

Health & Public Service Products Resources

Accenture Digital

Accenture Strategy

Accenture Technology

Accenture Business Process Outsourcing


Geography


• Two keys for every door – collaboration and influence

• BUT prioritization is ALWAYS around the client

• Our client portfolios are 1 global P/L

• Our capability portfolios ensure we grow deep, specialized and market relevant skills

• Our geographies manage the execution, and drive long-term growth strategies.


The 3 dimensions of our business come together to govern our business



$26.8b revenues, 275,000 people globally, 1 networked organization.



Chairman/CEO – ParisCOO – BrusselsChief Leadership Officer - LondonCFO - Atlanta

CHRO – New YorkCMO – New YorkCLO – Washington DC

CEO Global Markets - Singapore

Group CEOs- CMT: NY- H&PS: Texas- PRD: NY

- FSI: London- RES: Paris

There is no Accenture HQ locationEverywhere in the world Accenture has to look and act the same and deliver a consistent set of values, cultures and competencies.

Lean and networked.


Companies that out-execute the competition:



•Responsive to market shifts

Speed

•Flexibility to adapt processes, organizations and assets to meet changes in customer’s demands

Agility

•Rigorous adherence to processes ensuring implementation of best practices across the organization

Discipline




•Focused around key clients

•Largest clients = 1 P/L, fast-tracked approvals processes

Speed

•Talent pools vs hardcoded organizational units

•Inter-changeability of leadership because of multi-dimension collaboration

Agility

•Industrialized tools and processes e.g. QA, scheduling, performance management, ethics & compliance

•Consistency in client experience

Discipline


From ‘knowing’ to ‘doing’ – some observations

• The issues of where the sale takes place – and impact on client service

• The issues of silos internal to the organization – that gets in the way of a seamless customer experience

• The issues of geographic fragmentation – in a very connected global world




• The story of Apple vs SONY

• When is it time to change, when we are doing so well

4. Balancing structure & execution


Bill Green, former Chairman and CEO – Accenture“A foot in today, and a foot in tomorrow”

My LEGO Bricks metaphor

… and how do you do it all without leaving the people behind …


5. Choosing the Right Journey


Magnitude of Change

Op

erat

ion

al E

xcel

len

ce L

ever

Strategy

Execution

Incremental Step Change

Targeted Interventions

Transformational Programs

ContinuousImprovement

ILLUSTRATIVE

Customer Centricity 2.0

Morphing to a digital bank

Call centre efficiency improvements

Process simplification

Self-service optimization

Listening Post – Voice of the Customer & Social Initatives

Sales force effectiveness programs


In pursuit of Service in Corporate Excellence, the following apply:

1. The evolving customer landscape determines the journey.• In the B2C world, the battle for the highly digital and social consumer

requires new competencies and channels for customer engagement.• In the B2B world, evolution of organizations from local to regional, and

regional to global players, require different responses.

2. Alignment of the workforce, performance management and organization play key roles in achieving differentiation.

3. Recognizing the needs and having the appetite to change ahead of the competition can make the difference.

5. Choosing the Right Journey


How It All Comes Together(the Glue that binds)


Our Core Values shape the culture and define the character of our company. They guide how we behave and make decisions.

Who We Are

Stewardship

Best PeopleIntegrity

Client Value

Creation

One Global

Network

Respect for the Individual



Core Values as an Everyday Thing



Recognizing Core Values Demonstrated


Recognize Performance Program (1/3)


Outcomes field (Mandatory)



The Accenture Way has been referred to as our Style.

How We Do It

Outcomes

We

Results

Partner

Relationships

Prevention

Career

Outputs

Me

Promises

Provider

Project

Recovery

Job

Bringing these elements of our Secret Sauce togetherValue, Collaboration, Delivery, Talent, Quality, Client Orientation


The 5 Hallmarks of Operational Excellence Service in Corporate Excellence - The Human Equation 21...

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