. Knowledge management at Accenture Richard Ivey School of Business 20090770 •2. Accenture A well known global firm that became a public company with a successful initial public offering on the New York Stock Exchange in July 2001. Great revenue increment in 2001, 2004(two digit increment) Embarked upon a new strategy ”High Performance Delivered” Substantially increase company’s focus on outsourcing Oriented to improving shareholder value for its clients Emphasizing the creation and application of intellectual and technological assets to apply in work with clients organizational structure also evolved 5 operating groups 18 industry groups which made up the five operating groups, eight capability groups •3. Knowledge Management In 90s Adopted a knowledge-oriented strategy: build a knowledge management organization under the chief information officer By the mid-1990s, the firm built thousands of knowledge repositories on the Lotus Notes platform: Knowledge Exchange From 2000 to 2002 Responsibility for KM was shifted from CIO to the training and learning organization at Accenture Learning & knowledge management were combined into a single new group called capability development in 2001 In 2002, the toughening fiscal conditions, training budgets had been cut substantially for Accenture employees •4. Knowledge Management Substantial budget pressures on both the training and knowledge management groups Several of the most senior knowledge managers left Accenture 30% of all the knowledge managers left or were laid off Cost reduction by moving knowledge management functions “offshore” Capability Development organization had developed a KM staffing model in which decentralized groups would employ a few “ onshore” knowledge managers with high domain expertise and a high need for contact with their internal client; the rest would move offshore Although the learning and KM activities remained largely separate and decentralized within Accenture’s business units, there...
...Case Study Summary
Accenture is the largest global management consulting, technology services and outsourcing company in the world. While Accenture’s consultants are largely responsible for its success, arguments could be made that the company’s greatest asset is its knowledge database known as the Knowledge Exchange (KX).
Since the beginning, Accenture’s philosophy was to capture and document the key learnings from previous client work. In the early days this was accomplished through phone, fax and internal knowledge share meetings. Over time, as the company and amount of KX information grew, so did the complexity of archiving and utilizing the information. One manager said “there is so much out there that you don’t even know where to start.” Accenture quickly realized that there had to be a more efficient way for its employees to tap into each other’s expertise. Accenture knew, the more efficiently and effectively its employees could mine the information, the faster they could respond and deliver services/solutions for their clients.
This paper will analyze Accenture’s current KX system and draw out takeaways that can be used by other companies interested in implementing their own knowledge management systems.
Corporate Profile and SWOT
Business Global management consulting, technology services and outsourcing company. NYSE: CAN.
Corporate Facts Revenue: $21.55 billion (USD) for fiscal 2010....
...1. Identify how some Accenture-type efforts have and have not occurred in your current and previous workplaces. Also, discuss why focusing on employee retention pays off for Accenture clients, and not just for Accenture itself.
It is imperative to analyze the different work backgrounds that some of our team members have experienced in order to find some similarities with Accenture. One team member is currently working in a small air conditioning business with less than 50 employees. According to U.S. Small Business Administration (SBA.gov), small businesses employ more than 50% of employees in the United States. The company does not have a formal HR department like many of the large organizations (23). The duties of HR, like staffing, rewards, payroll, talent management, and employee retention/labor relations are done by upper management and designated secretaries. Similar to Accenture, the company has professional consultants and support staff. In addition, they have a mentoring program and orientation for new employees where they are shown the “way of the company”. This is similar to that of Accenture’s “new joiner orientation” program for new employees. In the “way of the company” they are shown responsibilities, procedures, and policies which are very helpful in developing a good relationship with the new employee. In some part, this has worked with the first-year turnover retention levels...
...Managing Information Systems
Case Study: Strategic IT Transformation at Accenture
12 November, 2013
Accenture is today one of the world’s leading organizations providing management consulting, technology and outsourcing services, with approximately 275,000 employees. Accenture has offices and operations in more than 200 cities in 56 countries and net revenues of $28.6 billion for fiscal 2013. Over a decade ago,Accenture was part of the group Arthur Andersen. Arthur Andersen was founded in 1913 to meet the requirements of new tax regulations enacted when the Federal Reserve System was established that same year. In 1989, due to the market’s consultation needs, the firm decided to split its business in two different entities. Andersen Consulting for market consultation and Arthur Andersen for auditing. Andersen Consulting experienced a strong growth since its starts up as a division of the group Arthur Andersen. In December 1997, this last division decided to began a process of arbitration. The process required the separation of Andersen consultation division from the financial audit firm. Finally, this is how the consulting division got its independence in a $175 million rebranded campaign by paying $1 billion to Andersen. The new company was renamed Accenture on January 01, 2001.
In the beginning, the Accenture launch was supported as a new independent business...
...Accenture Simplifies IT, Reduces Costs with Single Technology Platform
Global management consulting, technology services, and out-sourcing company Accenture was at a crucial business juncture. When it separated from its parent company in 1999, Accenture had to create its own internal IT organization. Accenture inherited its parent company’s disparate technologies and hundreds of specialized global applications, but it quickly realized it needed to improve upon these systems and services to serve a rapidly growing global employee base. One of its primary goals was to standardize on a common technology platform. Accenture now runs 99 percent of its global applications on Microsoft® technologies and, next to Microsoft, is one of the largest companies to rely almost solely on Microsoft technology. Partnering closely with Avanade and Microsoft, Accenture created a simplified technology environment that is more flexible and cost-effective than ever before.
Accenture, a worldwide management consulting, technology services, and outsourcing company with 146,000 employees and annual revenues of U.S.$16.65 billion, is committed to helping its business and government clients become high-performance organizations based on a thorough understanding of their industries, business issues, and applicable technologies. Almost two-thirds of Accenture clients are...
...Case Study: AccentureAccenture is a global management consulting, technology services and outsourcing company. Its specialization is innovation and rapid transformation of the technology organizations within their parent companies (Accenture). Accenture’s position is that they can generate well grounded strategic business ideas and execute them. These are two things they know their client’s want, but also claim their competitors both of them effectively and effectively together (Accenture).
Accenture has become a very big name in the technology services space partly because they are the first company of its type to build its brand through heavy advertising campaign investments and (for a very brief period) endorsements by successful celebrities such as Tiger Woods. Short and quick slogans such as “Innovation Delivered” and “High Performance Delivered” attempt to be as bold as they are at just getting the job done. Integrating these initiatives into creative TV advertising has been very successful in growing their brand recognition with companies looking for consultants to assist in turning around their business processes.
It would seem that promoting self image is the primary goal of the company based on the high quality talent they bring to their customers seeking their services. Accenture spent upwards of $300 million for over half a decade in ad campaigns based on the high...
Sent: Wednesday, October 13, 2009
Subject: IT Components of Knowledge Management
As you are aware, Accenture Knowledge Management team is getting ready to launch the new Knowledge exchange. Due to the increase in demand for KM, our team is emphasizing on improving our current knowledge management system. But in the past few years, with tough economy, KM is seen as low priority. With pressures to move the KM to offshore, there is 30% decrease in KM workforce. In these economic conditions, it’s my responsibility as KM manager to demonstrate the value for investments made on KM initiatives.
The existing KM system with multiple web portals leads to duplication of documents. The whole process is inconsistent, manual and costly to maintain. Now, Accenture made a long-term shift to Microsoft technology and IT tools like emails and internet. The New KM Exchange developed based on Microsoft’s SharePoint Technology, eliminated the decentralized Lotus Notes environment. The below mentioned reasons will positively impact the employees and in turn impacting the organization as a whole.
Increase in Employee satisfaction: The New KM system was designed with a centralized web portal called “Accenture portal”, with a single point of entry. The easy to...
...For the purposes of this analysis, the company Accenture was chosen. Accenture is a global organization that focuses on management consulting, technology services and outsourcing (Accenture Overview). Named as one of Maclean’s Top 50 Socially Responsible Companies of 2013, Accenture is a leading figure in the realm of CSR (Maclean’s). By examining Accenture’s business and CSR initiatives, and measuring the level of alignment between them, the authors of this paper will be prepared to offer and support a recommendation for how Accenture can improve its CSR strategy going forward.
To begin the analysis, the authors came together to decide on a company. McKinsey & Company was suggested as an option due to its unique focus on employees in its CSR initiatives. In addition to supporting work-life balance by allowing consultants to take sabbaticals for personal interests, the company actively encourages their employees to be upstanding members of their respective communities (“The Firm”). Two individuals separately proposed Tim Horton’s due to reasons quite different from McKinsey & Company: Tim Horton’s is a national icon, a Canadian company that cultivates feelings of home, heart and community. Its CSR initiatives are well publicized and include favorites such as the camps organized by the Tim Horton Children’s Foundation and the Smile Cookie campaign, which raises money for local...
...called Andersen Consulting, Accenture was formally established in 1989 when a group of partners from the Consulting division of the various Arthur Andersen firms around the world formed a new organization focused on consulting and technology services related to managing large-scale systems integration and enhancing business processes.
Accenture changed its name from Andersen Consulting in 2001 after severing ties from its parent company Arthur Andersen. The company went public on the NYSE in April, 2001.
|Accenture: The Growth of a Global Leader |
|Continuous innovation and rapid transformation have been themes throughout Accenture’s history. |
|Initially called Andersen Consulting, Accenture was formally established in 1989 when a group of partners from the Consulting |
|division of the various Arthur Andersen firms around the world formed a new organization focused on consulting and technology |
|services related to managing large-scale systems integration and enhancing business processes....