2009, Number 2, Outlook Journal
The main focus of this issue is the transformational impact of the current downturn. In a special report, Accenture professionals offer compelling insight into developments in five key areas that herald permanent changes in the way the world does business. |
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2009, Number 1, Outlook Journal
The cover story, “Managing in extraordinary times: New choices for new challenges,” is a detailed, rigorous analysis of the strategic options all companies should consider as they navigate the current economic uncertainty and the positive actions they can take to use the downturn as an opportunity to improve operations, strengthen marketplace position and hone competitiveness. This theme is echoed throughout the January issue, with articles that explore how high performers can establish stronger platforms for future growth by investing in new products and services that capture shifting customer needs; acquiring new capabilities and talent; and entering new markets. |
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2008, Number 3, Outlook Journal
The cover story is a rigorous analysis of counterfeiting, which is a serious threat to the brand integrity of companies across a wide range of industries. The article offers a number of steps companies can take to deal effectively with this growing global problem. Another article explores 14 emerging economic, social and political trends that will have profound impact on the way the world does business. Also in this issue, articles about: smarter pricing strategies for uncertain times; how resources companies can achieve high performance in a low-carbon economy; making innovation a business discipline; and how to lead and manage change in a multi-polar world. |
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2008, Number 2, Outlook Journal
The cover story of the May issue of Outlook explores in detail five ways IT can effect meaningful green change—with a significant economic payoff—on an enterprise scale. Among the other topics explored in this issue: the rise of emerging-market multinationals and the shifting balance of economic power; the digital revolution that’s shaking up the advertising industry; how to recognize and act upon transformation triggers; the role of strategic talent management in achieving high performance; and an exclusive in-depth interview with Internet pioneer and Google executive Vint Cerf. |
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2008, Number 1, Outlook Journal
In today's multi-polar world, talent has become a key source of competitive advantage, not only for companies but for entire nations as well. Yet within a dozen years, countries in the developed world could be facing shortages of critical personnel of as many as 30 million people. How prepared are governments and corporations to face this challenge—and how should businesses respond? A companion article looks at how companies aspiring to high performance can build an internal innovation network to capture the best value-creating ideas of their people. Other topics explored in this issue include recovery strategies for responding to major IT crises; the rise of the chief strategy officer as a critical player in the C-suite; and the often-overlooked role that experience plays in leadership development. |
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2007, Number 3, Outlook Journal
The cover story of this issue discusses what Accenture calls the "future-value premium"—a simple but highly effective benchmark that helps companies diagnose and understand the complexities of market expectations and the investment community's view of a company's long-term prospects. By quantifying these expectations, future-value premium analysis can lead executives to make the kind of investments in innovation that accelerate and sustain growth. A companion article approaches growth from a different perspective and looks at how Germany's top-performing companies are defying conventional wisdom by using outsourcing not only to boost profitability but to create domestic jobs and generate economic expansion as well. |
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2007, Number 2, Outlook Journal
The cover story for this issue looks at analytics: how strategic use of data is helping high performers out-think and out-execute the competition. Also in this issue: Five rules for a successful turnaround; making the right workforce investments; winning business in China's booming interior; how to build a resilient supply chain; industry reports on alcoholic beverages and on food and nonalcoholic beverages, plus much more. |
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2007, Number 1, Outlook Journal
What does it take to be a high-performance business? Among other things, it takes forceful, committed leadership to create the mindsets within an organization that are the critical components of a culture of high performance. It also takes the right strategy, one that consistently generates new sources of revenue growth while delivering profitability from core businesses. And, perhaps most important, it takes the skill and courage to embrace thoroughgoing transformation from a position of strength, instead of waiting until market conditions demand a change. This latest issue of Outlook explores these and other bold, actionable ideas in an eight-article special report, "Paths to high performance." During the past three years, Outlook has established the "what" of high performance. This issue is dedicated entirely to the "how": the practical steps to achieving uncommon business success. |
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2006, Number 3, Outlook Journal
This issue's cover story summarizes what we have learned so far about high-performance business in a single article. Another article based on this research is an in-depth profile of UPS that explores how this top performer has drawn on its history and traditions to develop a highly successful values-based corporate culture. The issue also features insights into attracting and retaining customer loyalty based on a better, more thorough understanding of buyer attitudes and preferences. In addition, there are articles on China and the global value chain; how executives can ensure that investors have a true picture of their company's value; why it pays to build an in-house M&A capability; and what CIOs can do to close their leadership credibility gap. |
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2006, Number 2, Outlook Journal
The centerpiece of this issue is a three-part Special Report on China. First, the report discusses this country's remarkable economic story in the larger context of its recent history and current ambitions; next, an exclusive in-depth interview with the veteran diplomat who negotiated China's entry into the World Trade Organization offers keen, candid insight into the opportunities and challenges of doing business in the country. The final article in this section puts China's dramatic IT transformation in a global perspective. |
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2006, Number 1, Outlook Journal
This issue features a ground-breaking article on one of the key components of high-performance business: innovation. It also includes a company profile of high performer Constellation Energy. There's a wealth of valuable solutions-oriented information in this issue as well—including articles on Sarbanes-Oxley compliance, important new trends changing the nature of TV advertising, the critical importance of reinventing IT workforces, the growing use of shared services in the public sector and an Accenture engagement in the Netherlands that's revolutionizing public transportation. |
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2005, Number 3, Outlook Journal
This issue includes a number of articles that focus on high-performance business: a rigorous case study of Harrah's Entertainment; industry reports on consumer packaged goods and health care; and an exclusive interview with Bart Becht, CEO of household products giant Reckitt Benckiser. Other articles include the growing use of benchmarking in the public sector; how IT consolidation can boost earnings per share; the value-creating role that organization design plays in a successful merger; and how predictive insight can be used to create competitive advantage. |
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2005, Number 2, Outlook Journal
The subject of this issue's cover story is distinctive capabilities, one of the three basic building blocks of high performance, and how a business can select and master a unique set of processes that will define its success. A companion feature looks at high performance at the enterprise and initiative levels and at the often unconventional approaches taken by top organizations to continuously renew themselves.
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2005, Number 1, Outlook Journal
The centerpiece of this issue is a three-part report focusing on the employee and high performance. The articles are based on the simple premise that, as Accenture CEO Bill Green puts it in his letter to readers, "The company with the best people wins."
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2004, Number 3, Outlook Journal
The latest issue of Outlook once again focuses on high-performance business. Feature stories include performance anatomy, scale, investing in people and getting maximum strategic value from IT. |
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2004, Number 2,
Outlook Journal
This issue of Outlook showcases the
first two of Accenture's high-performance business industry reports—on banking
and utilities.
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2004,
Special Edition: Breaking Away
The critical interplay
of information, technology and value is the subject of this Outlook Special
Edition, which is the outgrowth of more than six months of research at
Accenture.
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2004, Number 1,
Outlook Journal
This issue, with a special six-article
report, showcases Accenture's research component which has been even more
critical with the launch of Accenture's high-performance business initiative.
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2003, Number 3,
Outlook Journal
The lead article of this issue is part
of a $25 million research and thought leadership project that will, over the
next 12 to 18 months, explore and document the characteristics of
high-performance business.
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2003, Number 2,
Outlook Journal
In this issue's cover story, authors
explore the new strategies, tools and infrastructure requirements associated
with service management, as well as the wider benefits.
|
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2003, Number 1,
Outlook Journal
This issue focuses on how ideas should
be put to work to make organizations more innovative, effective and efficient,
an exercise that goes to the heart of what Accenture does in partnership with
its clients.
|
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2002,
Special Edition: Reality Online
This issue represents
the latest thinking of the Labs' leadership team, which is headed by Glover
Ferguson. To develop their vision, Ferguson and his colleagues have looked out
roughly five years.
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2002, Number 2,
Outlook Journal
Each article in this issue addresses a
different subject; one looks at the customer, another at the supply chain, the
third at enterprise solutions. There is both a need and an opportunity today
for large-scale transformation in all of these functional areas—and in most
industries this transformation can generate significant value.
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2002, Number 1,
Outlook Journal
This issue of Outlook includes a
special three-part report on how companies can best leverage the true talents
within their people.
|
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2001,
Special Edition: Partners in Change
This Outlook
Special Edition examines how some companies are taking outsourcing to an
entirely new level, which we at Accenture call business transformation
outsourcing.
|
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2001,
Special Edition: Brave New World: Eight Steps to a Winning Startup
This Outlook Special Edition shares the results of more
than a year's research conducted to determine what it takes to succeed in
today's new venture environment.
|
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2001, Number 2,
Outlook Journal
In this issue of Outlook, we explore
some of the principles that have been vital to business for years and will
remain relevant in the new marketplace. For example, successful companies
recognize the power of creating a strong and market-relevant brand.
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2001,
Special Edition: No Pain, No Gain Solving the Riddle of eOrganization
In this special edition, the fourth in
Outlook's eSeries, we focus on the experiences of established companies that
have positioned themselves successfully in the new economy.
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2001, Number
1, Outlook Journal
One article uses the track records
of eCommerce winners and losers to provide a step-by-step approach to creating
the right strategy for an online presence. Another reviews 10 common
mistakes—the authors call them "traps"—that companies make when choosing a
business model for the new economy.
|
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2000,
Special Edition: Governance at eSpeed
This issue of
Outlook Special Edition explores leadership as one of three key aspects of
effective governance in the new economy.
|
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2000,
Special Edition: The Information Edge
This second
Special Edition eSeries is based on research by Accenture, in partnership with
the International Institute for Management Development in Lausanne,
Switzerland, to determine if effective information use leads to better business
performance.
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2000, Number
2, Outlook Journal
This issue includes articles on
eCommerce, customer relationship management, and supply chain.
|
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2000,
Special Edition: Endless Shelf Space
In this Special
Edition, authors argue persuasively that eCommerce is being redefined by the
Internet's ability to house multiple approaches to exchange on the same Web
site – a phenomenon they have termed "all-in-one markets".
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2000, Number
1, Outlook Journal
This issue includes articles on
mergers & acquisitions, eCommerce, and leadership.
|
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1999, Special Edition: Dispelling the Myths of Alliances
Despite their critical strategic importance, corporate collaborations often are
ill-conceived and badly executed. A clearer understanding of the new realities
of alliance management will lead to greater success in the future.
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1999, Number 2, Outlook Journal
This issue features an article on how to
maximize your return on investment in Human Performance.
|
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1999, Number 1,
Outlook Journal
This issue features an article on what
will it be like to do business in Europe in 10 years. It provides three
possible scenarios, based on alternative views of the political, economic and
social forces that are reshaping the Continent.
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