Accenture is a global management consulting, technology services and outsourcing company, with about 2, 59, 000 people serving clients in more than 120 countries. Merging unparalleled experience, extensive capabilities across all companies and business functions, and intensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments.
Accenture originated as the business and technology consulting department of accounting company Andersen Consulting in 1953. Its first project was to automate payroll processing and manufacturing at General Consumer electronics Appliance Park in Kentucky. Since that time, it has been consistently extending.
In 2001 Andersen Consulting used its current name, "Accenture". The term "Accenture" is derived from "Accent on the future". Accenture sensed that the name should stand for its will to be always a global consulting leader and high performer, and also expected that the name should not be offensive in any country where Accenture manages.
Accenture's powerful business strategy develops on its effectiveness in consulting, technology and outsourcing to improve its client's performance. Which consists of technology capacities and industrial knowledge, it recognizes new business and technology fads and develops solutions to help clients around the world enter in new market segments, increase earnings in existing market, improve operational performance and deliver their products and services better and effectively.
Accenture follows a Matrix Organizational composition. All of the employees are given certain basic trainings (known as Green Field Training) based on their prior skills set. People with similar skills are pooled and assigned to work projects based on their suitability.
Every job has 2 managers: A job manager and an operating manager. The authority of the functional manager flows vertically downwards and the expert of the task manager moves sideward. Hence, each practical worker usually records to the practical heads, but will not normally work immediately under their guidance. Instead, the staff member is controlled with a project manager. This way, each staff member has two superiors, who will jointly ensure the improvement of the job.
Most of the assignments in Accenture follow Strong Matrix i. e. the majority of the authorities lay with the job manager. The task manager has a full time role, handles the project budget and he has full time job management administrative personnel under him.
The functional brain may be more interested in producing the most exiting products or technology, whereas the task director is more concerned with keeping deadlines and controlling job costs.
There is not a fixed management style in Accenture and it varies from project to project based on the project supervisor. My task manager's leadership style can be best described as 'Participative'. Despite the fact that he didn't have much complex knowledge, he used to consider all the critical decisions by gathering inputs from the employees working under him and coagulate everything to reach a final realization. This made the group customers feel more engaged along the way which made them more motivated and creative.
Accenture has a unique culture where every new worker is given a KT (Knowledge Copy) Time by his associates (irrespective of his designation). This program includes an overview on the working design of the task, all the complex details that are supposed to be known by the new member. Following this process, the new member is asked to shadow the prevailing users of the same designation for a week during which, he is only supposed to take a seat, observe and understand the task performed by the existing employees. Following the end of just one a week, the new staff is asked to provide a Reverse KT which includes a presentation on his learnings during the week in front of a few mature members of the organization. Change KT is a strategy to look for the grasping electricity of the staff which helps the manager in deciding the sub-team to which he should be allocated.
Also, there is a culture of celebrating all the festivals by using traditional clothes and getting sweets from your home. Since there is a lot of regional diversity in the company, this helps in gaining knowledge of each other's civilizations. The whole team sits alongside one another for lunch time on festive situations and enjoys the sweets.
Accenture has a quarterly prizes ceremony in which a several best performing employees in the task are given accolades (such as 'Tiger of the One fourth', 'Shining star of the quarter'). They receive certain CP points as rewards which can be used to look online (1CP point = Rs. 10). This escalates the enthusiasm, zeal in employees to outperform their peers and gain the award producing a more dedicated whole lot of employees.
One of Accenture's key beliefs is to attract, develop and wthhold the best talents for their business and foster a collaborative and mutually supportive environment for the coffee lover. Hence, they provide a lot of concentrate on team development activities.
Accenture organizes inter task contests such as cricket matches, cultural contests (singing, dance, battle of bands etc. ) on a monthly basis which binds the task co-workers collectively and enhances their relationship. Cricket matches supply the project co-workers a sense of unity and boosts teamwork amongst co-workers.
Accenture also allocates quarterly costs for group dinners where the whole team is applied for for supper by the project director. The budget will depend on the performance of the team. Hence, this is another motivational factor for the team to work harder and improve their performance.
Also, every team member's birthday is celebrated at work cafeteria with a wedding cake cutting ceremony where the whole team is present. This increases the team dynamics and will keep the employee enthused.
Power and politics go together. Precisely the same was the circumstance in Accenture. Office politics such as favoritism, groupism existed in Accenture. Individuals used to make use of the power given to them for the purpose of obtaining advantages beyond their respectable authority. On events, team leads used to recommend those employees for quarterly rewards with whom they had a good repo regardless of the work being performed by them.
There are certain SIMs (Service Improvement initiatives) that can be raised by an employee to include in his creative ideas and innovations. These SIMs follow a particular procedure where they are validated by the functional director first by checking out the feasibility of the idea and the task about how to implement it in the prevailing environment. After testing, they are shifted onward to the task administrator. Upon attaining his approval, it is passed to the Senior Executive who informs the customers about the innovation. After all of the required approvals are used, the team is asked alter the machine by adding the creative idea to the prevailing environment. Even though this is a period consuming process, it is more methodical and considers all the drawbacks and negative effects of the creative initiative on the prevailing system.
The biggest problem confronted by the employees of Accenture is the allocation of assignments. Even though there are Accenture Delivery Centers spread out across 7 towns all over India, people aren't given their preferred city. A person deciding on Delhi might get Chennai and vice versa. Because of this, people have to live away from their hometown which decreases the EQ level as well as results within an additional cost of living which the employee has to tolerate. Therefore, the satisfaction degree of the employees reduces which results in a decrease in their efficiency or perhaps a company switch.
Accenture has come quite a distance since its parting from Arthur Anderson in 2000 to progress into a mega external service provider with its roots in various industries, regions about the world.
Accenture has many opportunities to get market leadership in various countries that can be done via small/medium sized acquisitions. This will help the company expand it features, service, occurrence worldwide.
Accenture should increase and recruit more people from developing country (like India, Philippines, China) which provide low-cost development and support to local client-facing employees in confirmed domestic market. This will likely result in a far more hardworking set of employees at cheaper costs. Also, the price of establishing delivery centers in those countries may also be cheaper than the developed countries like UK, USA. To be highly competitive, exterior providers such as Accenture should have got strong global capacities to control clients and engagements worldwide. Hence, Accenture should intend to increase its low cost employees.
Also, the organization should change its project allocation system and focus more on the most well-liked cities of the employees. Being with their own families will keep the employees satisfied. It could also decrease the reallocation charges and brokerage charges that the business usually pays when reallocating a worker to a city which is not his preferred one.