Beruflich Dokumente
Kultur Dokumente
2018
Accenture in Summary 3
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Accenture in Summary 3
150+ 200+
Powerful alliance Locations across 55 countries
network of market serving clients in 120+ countries
40+ leaders and innovators
Industries
Served
GLOBAL CORPORATE RECOGNITION
• Barron’s 500 – Ranked No.14
• Financial Times’ FT 500 – Ranked No. 165 on the Global
50+ list and No. 82 on the US list
Delivery Centers across five continents, offering • Forbes’ Global 2000 – Ranked No. 289 overall and No. 5 in
services in 39 languages the Computer Services industry
• FORTUNE’s Global 500 – Ranked No. 312
• FORTUNE’s World’s Most Admired Companies –
Ranked No. 36 overall and No. 1 in IT Services …to mention a few
Accenture Strategy Accenture Consulting Accenture Digital Accenture Technology Accenture Operations
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Accenture in Summary 3
Webopedia says…
Enterprise resource planning (ERP) is business process management software that allows an
organization to use a system of integrated applications to manage the business and automate
many back office functions related to technology, services and human resources. For more
information check http://www.webopedia.com/TERM/E/ERP.html
In other words…
• If you want to have visibility, control and proper resources planning in the organization and the
volume is significant enough, you go for ERP system
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1960 – 1990
Fragmented Digital
Global Integration
SCM ERP
SCM Finance
Inventory Control Core ERP
Logistics ERP Suites
Material Requirement
Planning Cloud,
Client Server Service Oriented
In-memory
Architecture Architecture
PLATFORM ON-PREMISE
AND IN THE CLOUD
1 Digital Core (ERP) On-
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• Evolution guaranteed
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Waterfall Agile
• Standard project phases – Plan/Analyze, Design, Build, Test, • Leverages Sprints for Design/Build/Test phases
Deploy • Relatively new to SAP/ERP implementations
• Proven delivery model for large integration programs • Requires some initial change management and methodology
• Familiar to most IT/Business resources adjustments
• Longer up-front Design & Build phases • Recommend starting with a pilot to build out the approach
– Can be difficult to get right level of business engagement incrementally
during these phases • Iterative Delivery and Product Reviews
• Limit scope through formal change control processes – Improves business understanding & adoption of end
• Can occasionally result in integration challenges during initial product
test cycles • Limit scope through “ Viable Product” and backlog grooming
• Enforces “shift-left” testing practices to discover issues early –
higher degree of solution quality when formal testing begins
Test
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STEERING COMMITTEE
Client + Consultant
Project Management
Client + Consultant Client + Consultant Client + Consultant Client + Consultant Client + Consultant
Accenture in Summary 3
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BPM is a
product
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Accenture in Summary 3
INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
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The idea of customer relationship management began evolving in the early 1970s, when
customer satisfaction was evaluated using annual surveys or by front-line asking. At that
time, businesses had to rely on standalone mainframe systems to automate sales, but the
most technology allowed them to do was to categorize customers in spreadsheets and
lists. Segregating the customer information and details was a real challenge.
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
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• Capturing Leads
• Storage and analysis of the customers, vendors and partners.
• Internal information (organizational)
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
1 Operational
Automation or support of customer processes that include a company’s sales or service representative.
Each interaction with a customer is generally added to a customer’s contact history, and staff can retrieve information on cus tomers from the database
as necessary. One of the main benefits of this contact history is that customers can interact with different people or different contact “c hannels” in a
company over time without having to repeat the history of their interaction each time. Consequently, many call centers use some kind of CRM
software to support their call centre agents.
2 Collaborative
Direct communication with customers that does not include a company’s sales or service representative (“self
service”)
Collaborative CRM covers the direct interaction with customers, for a variety of different purposes, including feedback and issue- reporting.
Interaction can be through a variety of channels, such as internet, email, automated phone (Automated Voice Response AVR), SMS or through mobile
email.
3 Analytical
Analysis of customer data for a broad range of purposes.
i) Design and execution of targeted marketing campaigns to optimize marketing effectiveness
ii. Design and execution of specific customer campaigns, including customer acquisition,cross -selling, up-selling, retention
iii. Analysis of customer behavior to aid product and service decision making (e.g. pricing, new product development etc.)
iv. Management decisions, e.g. financial forecasting and customer profitability analysis
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
• Increase revenues
• Optimize marketing
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A BUSINESS
• CRM AND TECHNOLOGIES
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Accenture in Summary 3
* Supply chain for a new age: Supply Chain X.0 opens effective pathways through the digital world,
Accenture 2016
Copyright © 20157 Accenture All rights reserved. 2
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Where should
w e go ?
H ow should w e
Where should get there?
w e stop?
How will machine and human How will human and machine plot
collaborate beyond the routine and the course to optimize speed,
for the complex and unexpected? efficiency, and fun?
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Existing
employees
comfortable with
legacy mindsets
Implications:
• Need to reimagine traditional supply
chain structures and mindsets to digital
• Need to redefine operating model to be
less linear and break down silos
• Need to moder nize employee
experiences to attract future workforce
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Align Leadership on Digital Supply Design an integrated Supply Co-create a competency framework for the
Chain Strategy and prepare the Chain Operating Model Digital Supply Chain Network using Accenture
leaders to fulfill their roles in driving (framework, capabilities, leading practices as accelerators, and assess
the transformation journey processes and technology) to gaps in the existing workforce to inform
drive visibility across planning priorities
and fulfillment
Can you deliver supply chain strategies and execution competitively through your
operating model? With your talent?
• Where are your skill gaps for a digital organization? How will you close those gaps?
• Where are you in terms of analytics and robotics in your operating model?
• Can you digitally team to manage Supply Chain strategy, planning and execution?
• Do you have an operating model that can introduce, embrace and integrate digital
investment and innovation?
• Have you designed an approach that excites and prepares leaders, managers, and
employees of your future Digital Supply Chain Network?
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Manufacturing
Engineering
Quality Process
Manufacturing & Planning
Operations
Management
Industrial Manufacturing
Engineering
Production
Control
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Accenture in Summary 3
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Service-oriented/Customer-centric
Examples:
Blurred boundaries Integrated business
between traditional services designed around
functions or disciplines the customer need
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Traditional Emerging
What work is A job A role
What you do Perform specific tasks with Contribute to accomplishing
a specific function outcomes in teams and projects
How work is directed Ordered by your boss Jointly and fluidly defined
What work covers A function A set of specialties or skills
How work progresses Vertical career path in a function Increased project experience
and specialized expertise –
often horizontal moves
How success is Level, title, span of control Results delivered and demand
defined for your skills by peers
Role of leaders Direct and hold people Build and orchestrate teams,
accountable contribute, coach, and inspire
BP/COE “Demand
Functional Model Driven HR”
Align with
Business Expertise
Strategy/ Model “Partner” HR is no longer one
Drive Efficiency Personnel size fits all; instead,
it fully responds
Model to the specific needs
“Expert HR helps of the business
Police” business partners
be successful
“Polite
Administrator” HR reduces HR models are designed
trouble by based on the unique
Expertise focusing on cost, needs of the business
HR likes to be
compliance
nice to people and
and consistency
administrate practices,
but does not impact
the business
Administration
The Industrial Age The Knowledge Age The Talent Age The Digital Age
(Industrial Relations) (Human Resources) (Strategic Talent Management)
Copyright © 2015 Accenture. All rights reserved. 60
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New Innovations
Optimization Commonly Accepted Emerging through Digital
BP/COE Lean HR
Primary Drivers for the HR Organization
Model Model
Professional Just-In-Time
Services Model
Agility
Model
1 2 3
Segmentation of Integrated Outcomes-based
Services & Channels Architecture Measures
Personal
Mail Advocate “Employee Moment” Management
WEB
I am applying
for a job Provider Strategies & Integration
I need to
Delighted Customer
transfer
Voice Text/
Chat
SELF-SERVICE
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End-to-End Services
Actions to consider
1. Consider HR operating models that might best fit your organization and try out a pilot
2. Determine where creating more seamless employee experiences can most benefit
your organization and try out a pilot
3. Consider how you can turn your business into an open business model
for accomplishing work and garnering customer input
5. Consider chunking up work and distributing it to workers or robots who can perform
it while other workers are sleeping
6. Create your own talent market or tap into someone else’s to access talent inside
and outside the company
7. Experiment with and pilot new job designs – like allowing workers to moonlight
on other projects or redefining jobs with a focus on the business objectives that
are to be achieved, rather than narrow directions on how to achieve them
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FROM: TO:
Coordination Collaboration
Real estate sales .86 Maids and housekeeping .69 Managers, all other .25
agents
Source: “The Future of Employment: How Susceptible are Jobs to Computerization?” Oxford University, 2013
Copyright © 2015 Accenture. All rights reserved. 68
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Augmented Reality
Narrowcaster Architect
Jobs
of the
Future
Personal Bot
Mechanic
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Likely
Already to be Performed
automated automated by a
or off- now or human
shored in next 10
years
Digital
Analytics
literacy and
Judgment
computational
thinking
Advanced
Ability
problem
to learn
solving
Design and
Sense-making
presentation
Flexibility
Creativity and
and
novel thinking
adaptability
Social Trans-
intelligence disciplinary
Commun- Virtual
ication collaboration
Cross-cultural
compentencies
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Social and gaming functionality eLearning & Instructor Action Learning KM Accreditation
V-classroom Led Network Forums/ System
Enable people to share learning informally, Training Communities
make learning more fun, and use gaming
to provide a safe place to experiment
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Lowest priority?
• Education
• GPA
• Experience
• Specific skills (except for coders)
Actions to consider
1. Identify which emerging technologies could be “quick hit” applications
that boost the performance of your critical operations or workforces – and pilot
one within six months to create initial momentum and awareness
2. Do a diagnostic regarding where you can best apply the industrial internet
in your operations
4. Consider which workers and work practices could benefit from existing
artificial intelligence to boost their cognitive power – and try out a pilot
5. Design a game around a behavior you want them to adopt and try it out
with a team
7. Develop a plan to help your workers build the skills they will need the future
and gain serial mastery – and work with educational institutions to help build
a future workforce
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• Crowdsourcing technologies
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FROM: TO:
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Recruiting and hiring Employees can now use social media – like
posting videos explaining their jobs and the
Onboarding company culture to others – to onboard new
colleagues themselves.
Employee surveys
Learning
Performance management
Employees can use social media to advise
Career development career counselors how best to counsel them,
instead of having HR provide this advice.
Leadership development
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MARKETING HR
Talent Life
• What are the current
trends in critical workforces? Cycle
• Why do people leave Analytics
a particular workforce?
Engagement Learning • Are people completing
the right training?
• Are we investing in
the right skills?
Performance
• How do I engage some • What are the critical drivers
of my best talent? of high performance?
• What actions could be taken • Do the specialized incentive
to keep people engaged? programs for high performers
drive engagement and retention?
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Quantifying employees can transform organizational practices that lead to happier employees
Bank of America had its call center workers wear sensor-rich ID badges
equipped with two microphones, a location sensor and an accelerometer to
monitor the communications behavior of individuals — tone of voice, posture
and body language, as well as who spoke to whom for how long, and where
in the office employees tend to move and/or congregate
Call center managers were surprised to discover that workers who took
breaks at the same time as others are happier and completed calls 23% more
quickly than workers who took breaks in staggered shifts. The result was a
75% reduction in call centers’ burn rate. The bank saved $15 million in call
center costs by changing how it scheduled breaks.
Actions to consider
1. Develop a holistic workforce strategy that includes the extended workforce
2. Use digital to radically redraw the talent map – including tapping into a global pool
of talent in the cloud and accessing underutilized talent pools
3. Become an expert talent broker – use new ways to identify and match internal or
external talent to task so that talent can be fluidly deployed on a just-in-time basis
5. Determine which talent practice could benefit most from applying analytics,
and try it out
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Implications
HR in the
digital age Digital radically disrupt HR
Q&A
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