Skip to main content Skip to Footer

CLIENT CASE STUDY


Accenture's digital transformation

Driving a digital change agenda across Accenture so it can operate in new ways.

Overview

Digital technologies are changing the world like never before. For Accenture, this major technological change is a time of reinvention, propelling the company to become more digital, more disruptive, more innovative and more diverse in order to remain relevant, differentiated and competitive as a company.

Behind this reinvention is Accenture’s internal IT organization, which is evolving Accenture’s IT strategy to not only transform Accenture into a digital business, but also position Accenture at the leading edge of digital. Internal IT is going beyond investments in social, mobile, analytics and cloud (SMAC) technologies and extending into numerous other dimensions of Accenture’s business.

Opportunity

Accenture’s internal IT organization is charged with driving the company’s digital agenda. A multidimensional digital strategy outlines core dimensions in addition to key areas of focus across Accenture’s business.

An essential aspect to Accenture’s digital strategy is working with business stakeholders, who are much more diverse than in the past. Historically, the internal IT organization engaged with the corporate teams and responded to their needs. The IT organization is now shifting to having an equal emphasis across stakeholders who include individuals, clients, as well as corporate. This shift reflects the move to the consumerization of the enterprise and to a more consumer- and role-based approach to technology adoption.

Another important aspect of the strategy is addressing the increasingly sophisticated ecosystem in which the IT organization operates. Accenture has, for example, clients who are also alliance partners. And it has clients who are also service providers, providers Accenture buys from and sells to. The internal IT organization has to balance those relationships in the broader ecosystem and digital world. Merging all these elements into Accenture's digital strategy is steering the way forward for Accenture to become a digital business.


Solution

For Accenture, digitization is not just about applying digital technologies to existing business capabilities, but instead about transforming the way Accenture operates, improving the employee experience and helping clients become more capable digital businesses.

To support a changing, more digital Accenture, the internal IT organization is focusing technology initiatives across the following areas:

  • Digital capabilities — Developing digital capabilities centers on reimagining, automating and enabling self-service for all types of processing work that was previously manual. One major initiative is the global rollout of an intelligent automation platform, Accenture myWizard, that enables smarter, more innovative and more efficient application services consisting of systems integration and application development and management. Another initiative is an Accenture-wide program of transforming current reporting with a new information and data architecture and common platform. The new framework will enable management portals, interactive dashboards, self-service tools, and more, transforming the way information will be delivered and consumed across Accenture.

  • Digital employee experience — Accenture’s IT is advancing beyond one-size-fits-all, PC-centric hardware standards, and moving into a digital future marked by flexible freedom. The organization is accelerating the expansion of BYOD, or Bring Your Own Device program, and bringing apps to Accenture to give its employees different experiences.

  • Client teams — A focus on client team capabilities led to the reinvention of the end-to-end client relationship management process and the deployment of a new digital client CRM solution, Manage mySales. This solution digitally enables end-to-end sales visibility, processes and methods onto a single platform. Following the development of this new digital capability is another—New Business Management, a transformed way of thinking on how Accenture approves work. Other initiatives are in process.

  • Social — Accenture’s IT has capitalized on capabilities inspired by the consumerization of technology to enable employees to effectively collaborate. To do so, IT has developed an array of Accenture-only social enterprise capabilities that support purposeful collaboration that is needed to work in a globally connected world, matching the way people live. Social vehicles are woven into the work Accenture people do every day by integrating with processes and business applications.

  • Collaboration — Accenture’s entire workforce is enabled with Skype for Business, allowing secure, real-time connections with instant messaging, voice and video conferencing—even on their mobile devices, on the go. Teams can easily connect across the globe with SharePoint sites and “Circles,” while online Communities of Practice and the Knowledge Exchange, a document repository, quickly bring expertise into the hands of Accenture people. Internal publishing capabilities like blogs and Accenture’s internal Media Exchange allow all employees to easily share and collaborate in new, more digital ways.

  • Video and broadcast — As a global company, Accenture requires a wide range of videoconferencing capabilities. Current capabilities blend existing videoconferencing rooms with conference room “pop-in” TV studios and a premier facility in Chicago, all leveraging the same infrastructure creating a global network of studios. Cloud technologies allow Accenture to put on and control these capabilities from anywhere. In addition to the Chicago facility, two other Accenture Broadcast Control Centers located in Delhi and Prague tie the studio network together.

  • Talent — IT is initiating a “digital HR,” beginning with making investments in the areas of common demand, a careers marketplace, learning boards, connected classrooms and a new Performance Achievement process. An enhanced Accenture Portal—employees’ starting point to Accenture—was launched, providing information, experts and tools and a modern performance workspace. A future HR agenda envisions enabling digital learning and an integrated supply chain of matching demand, supply and forecast for Human Resources.

  • Infrastructure — Accenture is transforming its network with new investments that have led to a new carrier-grade network globally. IT is also changing the bandwidth available in the network to improve experience and is accelerating Wi-Fi deployment all on demand. Accenture is also in the midst of an enterprise-scale program enabling agile, scalable cloud usage and services across Accenture to move toward to a place of digital provisioning and operation. The program is establishing a new, robust, cloud IT infrastructure, driving transformative enterprise change across multiple dimensions to enable Accenture to implement digital services and capabilities.

  • Company — IT is evolving to offering flexible solutions for Accenture’s portfolio of businesses. Accenture is also evolving its ERP, the next stage of which is to develop a digital ERP using SAP Business Suite on HANA and Business Warehouse on HANA. This evolution will help Accenture to continue building digital capabilities and improve ERP operations and support for a more differentiated set of businesses. The digital ERP will be further enhanced by S/4HANA Finance (formerly called Simple Finance).

Seizing the digital opportunity

Every company faces a common digital imperative: harnessing the power of digital technologies to become more effective, innovative and disruptive. Watch this video to see how Accenture IT is transforming Accenture into a digital business today.

Results

The numerous digital initiatives are taking Accenture on an evolutionary path to different states of operating. At the same time, Accenture as a company is thinking differently about how to approach work, when to work and where to work.

Accenture's drive to digital is adding up to a different enterprise, one that is constantly advancing as technology enables greater capabilities, analytics-driven decision making, and agility and speed to respond to opportunities and change.


“It should be noted that being digital is not a finish line…we have a long list of things we want to do next,” says Accenture CIO Andrew Wilson. “In addition, the role of technology in serving the enterprise has and will continue to transform, and with it needs to transform not only the role of the internal IT organization, its shape, its structure, its processes, but also the role of the CIO.”

SUGGESTED CONTENT