Modern ways of working that inspire frictionless experiences
March 28, 2022
We all know what it’s like to be in a state of flow. Whether a brainstorming session with your team or being immersed in your own project, feeling “in the zone” is personally fulfilling and can be a catalyst for good ideas and better collaboration. It’s something we’d like Accenture people to experience every day—and we think that’s possible by working in a modern way, with the right technologies and environment.
As we reinvent the role of the traditional office to offer a digital workplace for our people around the world, we don’t want people 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.
Our latest case study talks about how we’re breaking down traditional boundaries and bringing together our technologies with human ingenuity to empower our digital workers. We’ve been running a digital worker program for some time to better understand how our people work today and what they need to enable their work tomorrow.
Here’s how we’ve directed our efforts to help our digital workers :
We put the digital employee experience first. 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. For example, our media and content creation capabilities offer a diverse range of video and audio solutions that work for everyone, whatever their level of expertise.
We provided the right tools, technologies and support. 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—but enablement is the focus. To be sure we have the right tech in place we streamlined more than 100 platforms and applications, investing in solutions that meet our digital transformation goals. Blogs, internal sites, messaging and people pages are just some of the ways our people interact with each other.
We adopted a robust change and adoption strategy. We focused on behaviors, explaining why our people are using certain technology and the value it delivers, so that users naturally adopt changes in their daily flow. We targeted our efforts; for example, when we rolled out Microsoft Teams, we took a three-stage approach so that we could properly explain the benefits and have time to adapt current behaviors in stages.
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.
I’m pleased to report that our digital workers are thriving—their actions show us how. We have around 24,000 monthly visits to our internal digital worker portal. There are more than 680,000 Microsoft Teams users collaborating and teaming every month. And there are more than 75 sites for tech enablement or support content where people can refresh their knowledge or find out the latest.
We’re fortunate in having a workforce that’s primed and ready to work smart and get the most value from the tools they use. Take a look at the case study to find out more about our approach. Read how you can be successful in developing digital workers by adopting a people-first approach, understanding the vision of what being a digital worker really means and embracing new experiences, such as how and where people work.
We’re looking forward to keep our digital workers in the flow zone for many years to come—and I hope you can, too.
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