Call for change

Accenture is embracing digital transformation to enable our organization to work in a modern, smart way. We want our people to seamlessly and securely connect, collaborate and create with team members and clients. And we want to offer them an omni-connected experience and capabilities that means they can perform on their best day, every day, while feeling connected and included regardless of physical location.

For some time, digital has defined how Accenture operates. At the same time as reinventing the role of the traditional office to offer a digital workplace for our people around the world, we needed to empower our people to embrace new ways of working.

Whether working from home, in an Accenture office, at a client site, on the go or in virtual reality, we don’t want to be limited by the definitions of hybrid, virtual and flex work. What matters is the frictionless work experience, tailored to individual needs at a specific moment in time.

By breaking down traditional boundaries and bringing together our technologies with human ingenuity, we aim to improve the overall digital experience for our people. To empower them to do their best work we provide the right tools, technologies and support. And, by applying an integrated, user-centric change management approach, we help them to make an impact, wherever they are.

“Our digital worker program is where everything comes together—creation, collaboration and context. Now, we can take the flow of work and collaboration to the next level—within our organization and with our clients and partners.“

— JASON WARNKE, Senior Managing Director – Global IT, Digital Experiences Lead, Accenture

When tech meets human ingenuity

Accenture has a large, diverse employee population of 710,000 people who work in different ways—and technology helps them to do so. Recent Accenture research has found that 85% of people who feel they can be productive everywhere say that they plan to stay with their company for a long time. Becoming digital workers makes that more likely.

As a result, Accenture undertook several different sessions and workshops with our people, project sponsors and marketing and communications teams to better understand how our people work today and what they need to enable their work tomorrow.

Here are some of the major milestones of our digital worker program:

We put the digital employee experience first.

Working with the business, the global IT team is focused on reimagining digital experiences that better suit how our people work and what could help them feel more empowered and be more productive in the future. Our experience design study pioneers a culture focused on defining the business need and human experience first, with the fundamentals of user interaction, seamless user experience, mobile standards and measurable results to ease outcomes.

We support collaboration and to keep everyone on track we’ve developed a Digital Experience Score—a holistic view of six dimensions that work together to drive conversations and actions to improve experience, such as usability or performance.

Video has proven to be a powerful way to communicate in the digital age. We want to not only create high-end video and broadcast productions that communicate effectively with our digital workers but also engage those same digital workers in producing their own affordable content. Our dedicated global studio facilities, Accenture Productions, brings together cutting-edge IT and television broadcasting technology with creative talent to connect people through video and live events face-to-face, anywhere, anytime. While our extended reality and virtual strategy, coupled with next-generation streaming standards, contributes to this powerhouse capability.

We provided the right tools, technologies and support.

With an organization of 710,000 people, there’s no one-size-fits-all approach to devices and the right tools. Accenture has more than 30 different types of personal computers available in our catalog so that employee choice can be accommodated. Enablement has been the focus, especially in recent times where a series of acquisitions has seen us grow our headcount by 118,000 people in short order. We are also undertaking a pilot program to roll out 60,000 virtual reality headsets across a number of different countries to give our tech-savvy people the opportunity to try this new tech tool.

To be sure we have the right technologies in place we evaluated more than 100 platforms and applications and then streamlined and invested in solutions that optimize our digital transformation goals. Key enterprise platforms include Microsoft 365, the Microsoft Power Platform, ServiceNow, Microsoft Teams.

Our global IT organization needs to provide high-quality, multi-channel, intuitive technology support across a vast, global employee base at optimal cost, while ensuring high levels of employee satisfaction. Employee technology support is made easier through our streamlined infrastructure with a single application technology platform, more than 95% of Accenture applications in the cloud and a robust collaboration infrastructure.

We adopted a robust change and adoption strategy.

Empowering our people to be a collaborative, productive and innovative workforce relies not only on having the enabling tools and technologies, but also making sure people know how to make the best use of them.

Core objectives in our change and adoption strategy were to create an integrated, user-centric management approach across all digital worker tools and to enable employees to adopt them to work in a modern way. We focused on behaviors, explaining why they’re using certain technology and the value it delivers, so that users naturally adopt changes in their daily flow.

Our change and adoption approach consists of four key stages:

  • Defining a clear journey and change management strategy: Our dedicated Journey & Change Management Center of Excellence (CoE) helps Accenture people know how to use our technology to achieve business objectives and outcomes.
  • Adopting a modern approach to IT deployment: We’ve adopted a user-centric approach with elements like design thinking, gamification and next-generation communications. When we offer live workshops and learning, we employ storytelling and interaction to bring the content to life and engage with learners.
  • Focusing on the vital role of adoption: Adoption doesn’t end when the new technology is deployed. It starts after the technology is rolled out and needs to continue for some time.
  • Maintaining end-user support and enablement ongoing: Happy users evangelize more reluctant users—and bring greater overall stickiness for the technology for the longer term.

Once we knew how people work and what they needed to be productive, we looked at the scope, the apps and hardware used by all Accenture people and we targeted our efforts; for example, when we rolled out Microsoft Teams, we took a three-stage crawl (based on social, community sharing), walk (based on a specific task or purpose), run (integral to business purposes) approach so that we could properly explain the benefits and have time to adapt current behaviors in stages.

We developed a standard measurement approach across all our initiatives so that we could direct our efforts toward the areas that needed it most. We measured the effectiveness of change activities, the adoption of new behaviors, results and business outcomes and customer satisfaction.

We empowered our people.

Corporate functions and individuals across the company are no longer waiting for IT to deliver solutions for them. Instead, they’re using resources, such as the Microsoft Power Platform, and building solutions for themselves. They are finding ways to automate their own work and make their teams more productive. This shift in mindset has also highlighted the concept of reusability. Individuals and teams are now able to create their own assets and make them centrally available. People across Accenture are making use of what is already available, resulting in a more productive, faster workforce.

Windows 10

An innovative as-a-service In-Place Upgrade tool that enables deployments at scale and pace.

Microsoft 365

Employees can work in a browser and collaborate simultaneously on documents in the cloud.

Surface Hubs

Offer click-to-join on Microsoft Teams and enable our people to collaborate with meeting participants on a shared whiteboard.

Media & Content Creation

Provides a diverse range of video and audio solutions that work for everyone, regardless of their level of expertise.

Accenture Portal

The gateway to all things Accenture and the main means of keeping the company’s workforce connected, informed and enabled.

Accenture Support Portal

The go-to platform for digital workers to get self-service support and/or live assistance to solve technical issues or submit requests.

Mobile apps

Create unified, integrated services and experiences for our people across websites, devices and touchpoints.

Enterprise Search

Enables “One Accenture” with relevant content, real-time answers and access to subject matter experts.

OneDrive for Business

Equipping our people for collaboration securely, sustainably and cost-effectively.

Social collaboration (Yammer and more)

Blogs, internal sites, messaging and people pages are just some of the ways our people interact with each other.

Microsoft Power Platform

Empowers our people to become citizen developers. They can iterate, rapidly prototype and customize their own applications to improve what they deliver.

View All

A valuable difference

Today, Accenture provides our people with many application choices to collaborate and work—and enjoy what they do.

Here are some of the keys to success in developing digital workers:

  • People-first approach: We use an employee-centric approach focused on behavior instead of technology. We took the time needed to tell the story about how technology enables the behaviors and built a culture of collaboration. Leaders helped us to demonstrate behaviors and celebrate grassroots adoption.
  • Understand the vision: We did the background work necessary to understand what being digital worker really means. We felt passionate about the messaging, behaviors and the brand, but knew that these elements depended on a clear understanding of where we were headed. We made sure we stayed close to the parameters we had set early on.
  • Don’t be shy of taking risks: We wanted our digital worker toolkit to be a go-to when people are figuring out how to deliver innovation to our clients. To be different, we need to embrace new experiences, such as how and where we work, enabling mobility and bringing real stories and testimonies to life to show what good looks like.

New ways to collaborate are being discovered as we focus on improving the relationship between people and information. Mobility is important, as is extranet sharing, machine learning and analytics as we seek to understand internal social and collaboration activity. And we will continue to implement discovery features on our cloud storage platform.

To cultivate digital workers we knew we needed to shift from a tool-centric “how-to” approach to an open-minded, borderless collaboration. Our people are looking to work smart and find more value from the tools they use—it’s the perfect combination of technology and human ingenuity.


monthly visits to our internal digital worker site.


active Microsoft Teams users per month.


mobile devices in use.


monthly visitors to the support portal.


minutes of streamed videos per month.


internal sites for tech enablement or support content hosting.

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