February 2004
In the October 2003 issue of Outlook, we introduced a comprehensive initiative at Accenture that over the next several months will identify and document the characteristics of high-performance businesses in this era of extraordinary complexity and change. The ultimate goal of our initiative is to develop practical, solutions-oriented frameworks to help organizations in both the public and private sectors successfully complete the journey to high performance.
The cover story of that issue showcased our initial findings and hypotheses, including a number of specific capabilities that we have come to believe are key drivers of high performance. These findings were based on experiences with clients to date and a rigorous, ongoing program of original research.
In this issue's six-part special report on high performance, we explore these capabilities and themes in more depth. Three of these articles outline our thinking on topics for the first time.
The first article in the report introduces our views on high performance in government and identifies capabilities that can create value in the public sector. The next article returns to the private sector and presents the industry-specific, multi-screen methodology we use to determine which companies are high-performance businesses. In the third article, we look at the increasingly critical issue of future value in the context of the ability to manage for today and tomorrow.
Mastery of core competencies is the larger theme addressed in the fourth article, which focuses on the link between supply chain management excellence and financial performance. The next article explores the use of business process outsourcing to achieve high performance. Our report concludes with an examination of the role technology plays in the high-performance organization.
As we develop and refine our ideas in the coming months, we will continue to publish the results in Outlook, which we hope you will use as a road map on your own journey to high performance.
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