Accenture

Accenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments.

Company DescriptionAccenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. With more than 190,000 people serving clients in more than 120 countries, the company generated net revenues of US$21.58 billion for the fiscal year ended Aug. 31, 2009. Our "high performance business" strategy builds on our expertise in consulting, technology and outsourcing to help clients perform at the highest levels so they can create sustainable value for their customers and shareholders. Using our industry knowledge, service-offering expertise and technology capabilities, we identify new business and technology trends and develop solutions to help clients around the world:

Enter new markets. Increase revenues in existing markets. Improve operational performance. Deliver their products and services more effectively and efficiently. We have extensive relationships with the world's leading companies and governments and work with organizations of all sizesincluding 96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500. Our commitment to client satisfaction strengthens and extends our relationships. For example, of our top 100 clients in fiscal year 2008, based on revenue, 99 have been clients for at least five years and 87 have been clients for at least 10 years. Among the many strengths that distinguish Accenture in the marketplace are our:

Extensive industry expertise. Broad and evolving service offerings. Expertise in business transformation outsourcing. History of technology innovation and implementation, including our research and development capabilities, on which we spend approximately $300 million annually. Commitment to the long-term development of our employees. Proven and experienced management team. Our Core Values have shaped the culture and defined the character of our company, guiding how we behave and make decisions:

Stewardship: Building a heritage for future generations, acting with an owner mentality, developing people everywhere we are, and meeting our commitments to all internal and external stakeholders. Best People: Attracting and developing the best talent for our business, stretching our people and developing a "can do" attitude. Client Value Creation: Improving our clients' business performance, creating long-term, win-win relationships and focusing on execution excellence. One Global Network: Mobilizing the power of teaming to deliver

consistently exceptional service to our clients anywhere in the world.

Respect for the Individual: Valuing diversity, ensuring an interesting and inclusive environment, and treating people as we would like to be treated ourselves. Integrity: Inspiring trust by taking responsibility, acting ethically, and encouraging honest and open debate. By enhancing our consulting and outsourcing expertise with alliances and other capabilities, we help move clients forward in every part of their businesses, from strategic planning to day-today operations. With more than 190,000 people serving clients in more than 120 countries, deep industry and business process expertise, broad global resources and a proven track record, Accenture can mobilize the right people, skills and technologies to help clients improve their performance.

Executive LeadershipThe following individuals comprise the executive leadership of Accenture. William D. Green Chairman & CEO Jo Deblaere Chief Operating Officer Pamela J. Craig Chief Financial Officer

Kevin M. Campbell Group Chief ExecutiveTechnology Gianfranco Casati

Group Chief ExecutiveProducts Martin I. Cole Group Chief ExecutiveCommunications & High Tech Shawn Collinson Managing DirectorIndustries & Market Innovation Karl-Heinz Floether Chief Strategy & Corporate Development Officer Mark Foster Group Chief ExecutiveGlobal Markets and Management Consulting Robert N. Frerichs Group Chief ExecutiveNorth America Chikatomo Hodo Country Managing Director and Geographic Unit Lead Japan Roger Ingold Country Managing DirectorBrazil Adrian Lajtha Chief Leadership Officer Gong Li ChairmanGreater China Lori L. Lovelace Executive DirectorOffice of the CEO Harsh Manglik Chairman & Geography Managing DirectorIndia Vicente Moreno Country Managing DirectorSpain Pierre Nanterme Group Chief ExecutiveFinancial Services Jeffrey Osborne Chief Performance Officer

Donald J. Rippert Chief Technology Officer and Managing DirectorTechnology Stephen J. Rohleder Group Chief ExecutiveHealth & Public Service David P. Rowland Senior Vice PresidentFinance Michael J. Salvino Group Chief ExecutiveBusiness Process Outsourcing Douglas G. Scrivner Julie Spellman Sweet General Counsel, Secretary & Chief Compliance Officer Jill B. Smart Chief Human Resources Officer Sander van 't Noordende Group Chief ExecutiveResources Roxanne Taylor Chief Marketing & Communications Officer David C. Thomlinson Senior Managing DirectorGeographic Strategy & Operations Diego Visconti International ChairmanStrategic Countries

Fact Sheet - Q3 Fiscal 2010 (ended May 31, 2010) Fact Sheet Q3 Fiscal 2010 (ended May 31, 2010)

Accenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments

Overview Net Revenues: mos. ended Aug. 31, 2009) Exchange/Ticker: Employees: senior executives) US$21.58 billion for fiscal 2009 (12

NYSE/ACN More than 190,000 (including 4,500

Global Reach: Offices and operations in more than 200 cities in 52 countries Geographic Regions: Americas Asia Pacific Europe / Middle East / Africa (EMEA) William D. Green Chairman & Chief Executive Officer Jo Deblaere Chief Operating Officer Pamela J. Craig

Senior Leadership:

Chief Financial Officer

Clients Accenture's clients span the full range of industries around the world and include 96 of theFortune Global 100 and three-quarters of the Fortune Global 500. In addition, of our top 100 clients in fiscal year 2009, based on revenue, 99 have been clients for at least five years, and 91 have been clients for at least 10 years.

Industry Expertise Accenture delivers its services and solutions through 18 focused industry groups in five operating groups. This industry focus provides Accentures professionals with a thorough understanding of industry evolution, business issues and applicable technologies, enabling Accenture to deliver solutions tailored to each client's industry.

Accenture Corporate Citizenship Corporate citizenship is fundamental to Accenture's character and the way we run our business. It is anchored in our core values, our Code of Business Ethics and, ultimately, it is reflected in the actions of our people. From Skills to Succeed to our environmental stewardship, we work to make a sustainable difference in the long-term vibrancy and vitality of people and communities around the world.

While Skills to Succeed and our commitment to environmental stewardship are focal points for our corporate citizenship program, our people regularly give back in a variety of ways to communities where they live and workas well as communities around the globe.

At a glance

Whats new?

Please visit Corporate Governance, and Our People for more details about our corporate citizenship commitments and accomplishments.

Our Journey, Our Progress: Corporate Citizenship Report 2008-2009 This report covers Accenture's corporate citizenship efforts around the world.

Our People Leaders in the industry . . . creative problem solvers . . . innovative thinkers from diverse backgrounds . . . these are the types of people who work at Accenture. Together they collaborate to help our clients transform their companies into high-performing businesses.

Accenture Awards & Recognition Helping our clients achieve high performance while fostering an innovative and diverse culture is our goal at Accenture. The awards and recognition we receive are a testament to our success.

Our History Continuous innovation and rapid transformation have been themes throughout Accenture's history. Established in 1989 primarily as a technology consultant and systems integrator, Accenture soon began offering a new breed of business integration solutions to clientssolutions that aligned organizations' technologies, processes and people with their strategies. Throughout its history, Accenture has expanded its offerings and capitalized on evolving management trends and technologies to benefit its clients. The company pioneered systems integration and

business integration; led the deployment of enterprise resource planning, customer relationship management and electronic services; and has established itself as a leader in today's global marketplace. Today Accenture is a global management consulting, technology services and outsourcing company, with net revenues of US$23.39 billion for the fiscal year ended Aug. 31, 2008.

Advertising Using bold and surprising visual metaphors, Accentures current campaign extends and deepens our longstanding High Performance Business brand positioning. The campaign highlights the key drivers of high performance including organizational agility, innovation and operational excellence. Appearing across 34 countriesin print, television, online and airport mediaeach execution features insights drawn from our ongoing research and vast experience with the worlds most successful companies.

Management Consulting Accenture Management Consulting helps businesses achieve high performance. Drawing on our groundbreaking research and handson experience with high-performance businesses, Accenture delivers insights and puts them into action.

Challenges and Ideas We face a challenging environment. But while some organizations struggle to survive, others will emerge even stronger. Learn how

Accenture Management Consulting can help you come out on top. Profit and Cash Optimization Driving Growth Operational Excellence Business Restructuring Mergers, Acquisitions, and Alliances Strategic Talent Management Sustainability Global Strategies for a Multi-Polar World

Profit and Cash Optimization As the recession starts to bottom out and growth returns to corporate agendas, few companies can sit back and relax. It's clear that the emerging post-recession business environment will be very different from what went on before. Emerging markets are growing in power and influence, spawning hungry new competitors. Consumers are more informed, organized and much less loyal. Financial and commodity markets are volatile. And the pace of growth (and inflation) remains uncertain. In response, executives are following a dual strategy: creating a lower cost but adaptable structure while looking for new sources of revenue. Accenture Profit and Cash Optimization provides the insight and experiences, backed by proprietary tools, to help them meet these demanding dual objectives.

Accenture Profit and Cash Optimization supports these dual objectives by freeing up cash quickly through a focus on three primary components: increasing profitable revenues, increasing asset productivity and reducing operating expenses. These three components are:

Revenue enhancement. Using pricing and promotion to smooth out volatility and capture value in a potentially long period of slow growth. Asset productivity. Enabling sustainable improvements in the underlying processes that affect working capital. We can reduce working capital requirements by 10 to 25 percent, freeing up cash to be used elsewhere in the business. Cost containment. Optimizing cost structures to embed improvements, clearing the way for game-changing moves to achieve long-term growth and profitability. Companies that can simultaneously reduce their costs while generating cash for expansion will be the ones to succeed in the hyper-competitive and volatile business environment of today and tomorrow.

Driving Growth: Create Your Own Upturn Growth is back on the agenda, and high-performance businesses understand that customers are the key to setting and maintaining a strong growth trajectory. However, budgets are tight and the different parts of the organization will need to work together like never before. Accenture can help your organization rethink your marketing approach to drive new growth in three key areas: growing the existing customer base, acquiring new customers and exploiting new channels.

Accenture research and experience shows that leaders excel at understanding their customersand tailoring their offers to the needs and expectations of specific customer segments. They also know how to reach and engage customer s across multiple channels, in ways that are satisfying to the customer and profitable for the company. We believe that new growth opportunities are emerging in three areas:

New spaces. Finding ways to introduce new products and services to existing customers. New faces. Identifying new customer segments to target with new, innovative offers. New places. Capitalizing on opportunities in emerging markets and enhancing local market execution. Accenture offers a full range of solutions for marketing, sales and customer service that help companies act on these opportunities with speed, certainty and strategic agility. We help clients identify profitable customer segments, and understand the needs and preferences of these segments. We help translate these insights into profitable decisions about offerings, pricing, channel strategies and marketing campaigns. We create multichannel strategies for reaching the right customers at the right time with the right offers, and building lasting relationships that remain mutually satisfying and profitable. The leaders of tomorrow will be the companies that start creating their own upturn todaydriving profitable growth by identifying and delivering what matters most to customers. By mastering seven capabilities and organizing the front office to apply these capabilities quickly, effectively and cost-efficiently, businesses will reignite their growth agendas.

Operational ExcellenceNarrowing the Range of Responses Managed well, operational excellence can lead to big performance improvements because it lets an organization focus on the levers that improve flexibility and speed to market; quality and reliability; and customer value. But operational excellence is not simply about doing the same things better. It also addresses how the business is structured and how the work is executed. For many executives, the challenge is to select the right approach for achieving operational excellence.

As glimmers of global recovery reappear, it will soon become clear which organizations have been using the economic slump deliberately to gain competitive strength. Accentures research on previous economic downturns has found that high-performance businesses put a premium on operational excellence and pull ahead of their competition at the end of an economic recession. This article describes the five factors that influence the creation of positive, long-term impacts in both good times and in bad.

Operational Excellence Services

Far-sighted executives view economic downturns as opportunities to improve business performance, take market share and establish a stronger strategic position. Consequently, many COOs are making sure that they have mechanisms in place to effect positive transformationto establish operational excellence over the long term and create the base from which to weather future downturns and challenges. Accenture observes that the companies that exit recessions ahead of their peers share these five essential characteristics regardless of their market positioning:

They can identify their competitive essence what Accenture calls their dominant vector the one area or process in which they perform better than anyone else in their industry in order to deliver something distinctive to their customers They know what structural changes they must make to beat their competitors They know what it takes to out-execute their rivals They continuously find the right balance between outstructuring and out-executing their competitors They choose the right change journey to keep them headed toward operational excellence.

The last point merits more attention. It is not enough for executives to know where they plan to take their organizationsthey have to know how to get there. But the approaches they takethe change journeyswill have a significant bearing on their companies eventual positioning, because not all companies are conditioned to handle change to the same degree. What works for one company is unlikely to work for another, even within the same industry. For every company and every leadership team, there is usually one optimal response to discontinuitya change journey that best suits the companys culture, capabilities, and the competencies and styles of its top managers. A companys journey to operational excellence may call for a multi-year, enterprise-wide transformation, a program that streamlines one key function across the company, or an array of small local initiatives that yield benefits in months or even weeks. The task, then, is for business leaders to select the appropriate change journey with care, and to embark on it with wholehearted commitment and full preparation. At Accenture, we see successful companies taking three different journeys toward operational excellence:

Continuous Improvement: This change journey usually involves a large number of small initiatives led by divisional or geographical leaders. The initiatives yield quick benefits, require small relative investments and tend to become a natural part of

doing things. This journey best suits an organization that believes it has defined a solid target operating model and that tends toward decentralization of authority to carry out changes to its operating model.

Targeted intervention: In this type of journey (the most common), an organization decides to make big changes to its operating model but chooses to do so a step at a time, often so it can reduce the risk of the change initiative. For example, the company may opt for a shared-services entity to consolidate activities that had been done in its geographies or divisions. The aim of this journey is to focus on the area that will yield the largest return on investment. There is usually a compelling reason to changea threat caused by an industry discontinuity or a new growth opportunityand a sense of urgency. Transformation program: Here, the journey involves change on a grand scale, almost always with complete reinvention of the operating model and big shifts in the organizations structure to align with the business strategy. Where there is the right organizational culture and the right C-level leadership to drive the program, transformation is usually the fastest way to get a big change implemented and to leapfrog the competition.

Durable and Effective Mergers and Acquisitions Our High Performance Business research strengthens our insights into what makes for fast, low-risk and highly successful mergers or acquisitions.

Gone are the days of carefully weighing every possible merger option. With share prices at or near record lows in many sectors, more and more businesses are suddenly exposed to unwanted overturesand many now see an array of acquisition opportunities themselves. In this environment, fortune favors the fast, not just the bold. Business leaders must now speed think through the consequences of a deal, without the luxury of time for a long period of due diligence that until recently seemed mandatory.

In whirlwind times like these, it pays to have partners whove been through it all before. Whether youre an acquirer or a likely target, you need someone whose big-picture view and rapid response quickly enable you to gauge the risks of the deal to factors such as your corporate brand, financial structure, integration and employee buy in. Accenture has been pivotal to the success of at least 400 M&A deals worldwide, sleeves rolled up alongside our clients all the way through post-merger integration. Our High Performance Business research strengthens our insights into what makes for fast, low-risk and highly successful mergers or acquisitions. And it helps us to help you keep your eye on the real goal: increasing value for your shareholders over the long term. Research & Insights Accenture offers unique insights, drawn from pioneering research and client experiences that help senior executives develop and implement strategies that quickly improve business performance. Achieving value faster Accenture Mergers & Acquisitions / Merger Integration Services Exploiting every source of value in your merger or acquisition is no easy task. It requires innovative, comprehensive services supported by proprietary tools, execution-driven playbooks and proven approaches. Being Bold through Effective Mergers and Acquisitions High-performance businesses can open up the greatest gap between themselves and their competitors during turbulent times. And in this period of unprecedented change, effective mergers and acquisitions (M&A) can provide the opportunity to create sustainable competitive advantage for those companies with the vision and courage to pursue them. View, download or subscribe to our video and audio podcast series now. In addition, download and read the full research report to learn more. Building an In-house Merger and Acquisitions Capability to Enable Growth and High Performance Accentures recommendations help businesses to build an inhouse merger and acquisitions capability that can enable growth and high performance. Forrester Research Report: Accenture Provides Truly Integrated

M&A Services, Backed By Strong Industry Expertise The first document in the M&A Services SWOT 2009 series from Forrester Research details current strengths, weaknesses, opportunities, and threats (SWOT) of Accentures M&A services. Funding Growth through Divestitures & Carve-outs The combination of a drop in confidence, falling asset values and increased competition for buyers would indicate that divestiture is a risky move right now. Accenture research on the previous recession, however, reveals that companies that proactively identified and capitalized on opportunities to restructure their portfolios emerged in the strongest positions. Listen to this podcast. Mastering the Art of Value Capture in Merger Integration In this podcast, Andy Tinlin, global lead for Mergers & Acquisitions, Accenture Strategy, identifies the key challenges associated with post-merger integration, as well as the inherent risks and strategies for mitigating them. He also examines the current environments influence on PMI labor savings, procurement optimization, customer and talent retention and the attainment of competitive advantage. Mastering the Art of Value Capture Webinar On-demand Special guests Rusty Rainey, formerly Head, Corporate Merger Office, JPMorgan Chase and Integration Director, Bank of America, and Alan Roux, Executive Director, Corporate Private Equity, The Blackstone Group, join Accentures Art Bert and Kristin Ficery in providing viewers with personal insights and practical steps to accelerate value capture through an effective post-merger integration. Mergers & Acquisitions: Cross-Border M&A: Handle with Care Transnational deals now account for almost half of all M&A activity. But these transactions are not for the faint of heart and should be approached with particular care. Mergers & Acquisitions (M&A) in a Downturn As the global economy enters a significant downturn, companies with strong balance sheets are positioned to take advantage of the opportunities the current conditions create. Merger Integration: It's Never Too Late to Generate Value Accenture can help companies finalize delayed merger integrations

to capture synergies and position themselves for high performance. Putting Customers at the Heart of the Retail Merger The customer should be central to M&A strategies in retail Accenture leverages its research and experience to provide a framework. Pre-Deal Mergers and Acquisitions Accenture research shows that high-performing companies are those that constantly renew their portfolio of businesses. In this podcast, Andy Tinlin, global lead for Mergers & Acquisitions, Accenture Strategy, discusses how the economic downturn is affecting pre-deal M&A activity. He also identifies high-potential opportunities, industries and company types, and looks at the economys influence on M&A timetables. Restructuring Business Portfolios for Growth Webinar Ondemand Special guests Rusty Rainey, a leading M&A thought leader; Henry Gibbon, editor-in-chief of Acquisitions Monthly; and Derek Harding, director of group strategy and investor relations at Wolseley, join Accentures Andy Tinlin and Marcus Rimner to discuss the critical success factors for refocusing business portfolios in the current environment. Seven Catalysts for Merger Integration Success Based on its own research, Accenture has identified seven catalysts for merger integration success. Seven Delusions Executives Experience During a Merger On the road to high performance, companies should be aware of the rushing to achieve synergy and value creation during a merger. Strategies for the Downturn High-performance businesses must develop new strategies to outperform their peers against the backdrop of the current economic downturn. The Changing Roles of Private Equity and Sovereign Wealth Funds Not long ago, private equity firms and sovereign wealth funds were hailed as the new masters of the world economy. Nowadays, things

are quite different. Is this shift permanent or cyclical? And has a new investment paradigm risen from the ashes of todays smoldering economy? View, download or subscribe to our video and audio podcast series now. The Six Things Chinese Acquirers Must Get Right When Venturing Overseas There are indications that Chinese companies may soon be looking to acquire foreign companies, now cheaper than they have been for 20 years. To ensure that these new acquisitions indeed play the desired role in enabling high performance, Accenture believes that Chinese companies must get six key factors right.

Strategic Talent Management In todays uncertain environment, companies face a critical question regarding talent: Do we risk damaging our brands in the minds of current and prospective employees for years to come by enacting reactive, indiscriminate cost-cutting programs simply to save money in the near term? Unfortunately, weve found the answer to the question often is yes. In many enterprises, little thought often is given to the long-term consequences of short-term fixes. Such companies live to regret their decisions when conditions ultimately improve, because they find their employees leaving for more attractive situations, prospective employees more difficult to attract, creating gaps in critical parts of the workforce that are needed to fuel future growth. Regardless of whether a company is positioning for survival, competitive advantage or growth during a downturn, we believe uncertain times call for innovative thinking in all areas of business, including the workforce. Applying innovativeand more effective approaches to dealing with key aspects of talent management in uncertain times can help companies manage through the downturn and position themselves for high performance when conditions ultimately improve. Accenture firmly believes there is opportunity in adversity, and that companies that respond rapidly with innovative talent management

solutions will reap the greatest benefits, both now and in the years to come.

Research & Insights Our executives and thought leaders are at the forefront identifying industry trends and developing market-shaping strategies and points of views on a variety of strategic talent management issues and approaches. A Workforce of One New research shows that when it comes to managing talent, one size no longer fits all. To be competitive, companies need to understand and respond to the diverse needs of individual employees. Creating an Agile Organization The new business environment will favor those companies able to execute strategy faster, with more flexibility and adaptability, and move their companies ahead briskly. How to Create a TalentPowered Analytical Organization Few companies manage analytical talent as a strategic resource. This research note explains how to get the most out of this increasingly critical workforce. By unleashing their analysts talents, companies can maximize and continually expand their analytical capabilitiesa goal Accenture research has shown to be what many large companies aspire to meet in the near future. How to Keep Your Best ExecutivesThe Key: Make It Easier for Them to Leave Historically, there is a significant increase in the number of executives leaving their companies as market conditions improve and more job opportunities open up. Accenture research shows that executives tend to stay longest with those companies that offer the greatest opportunities to enhance their employability. Human Capital Analytics: Generating Insights to Meet Complex Workforce, HR and Business Challenges on the Journey to High Performance Accenture has developed a unique approach to talent and

organization analytics to help companies manage their people and achieve high performance. Leading and Managing Change in a Multi-polar World Today's global business environment requires bold new programs to drive high performance along three dimensions: change management, leadership and culture. The New Talent Equation: Managing Talent in Uncertain Times Learn how companies can think more strategically about creating a workforce with the capabilities to outperform the competition and achieve high performance. The New Talent Equation The objective at the heart of successful talent management in difficult times: to think ahead and to think more strategically about creating a workforce with the capabilities to outperform the competition as the economy turns around. A number of fresh approaches are available to help companies go beyond responses focused only on staff reductions. The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance The key to talent power is multiplication, not addition. Organizations need to maximize the performance of their critical functions and businesses by investing in, developing and multiplying all of their talent. When companies build a talent multiplication capability, they generate the superior efforts, creativity and results that come with a talent-powered organization. Vive la diffrence! New research in Europe shows that the more diverse a companys senior managementin terms of gender, nationality and other characteristicsthe better the company is likely to perform. Where Will All the Talent Come From? In today's multi-polar world, the war for talent has gone global. New technologies are transforming the nature of work, the skills demanded, the manner in which work is sourced globally and the ways in which people collaborate to perform processes and innovate. All these trends are making talent an ever-more critical and complex issue.

Accenture Sustainability Services As sustainability moves from the periphery to the heart of business and government, organizations are finding that the transition comes with a price and a prize. The price is the fundamental transformation required to integrate sustainability into the fabric of the organization. The prize, however, is tantalizing: the opportunities for organizations to outperform their peers, supercharge their brands and reputations, and achieve high performance.

Accenture is a leader when it comes to helping businesses and public service organizations achieve economic, environmental and social value through sustainability. We apply our insights and know-how to help clients achieve and sustain high performance through solutions in the following areas:

Carbon Markets and Carbon Trading Clean Energy Solutions Climate and Energy Management Solutions Green It Green Six Sigma Innovation and New Business Intelligent Cities Smart Buildings Smart Urban Mobility Sustainable Consumption Sustainability Performance Management Sustainability Policy and Regulation Sustainability Analytics Services

Sustainability Strategy and Journey Management Sustainable Supply Chain Sustainability Talent, Organization and Learning Trust and Stakeholder Management Services

Research Reports

By learning from the choices high performers make as part of their multi-polar strategies, businesses can find new ways to counter short-term pressures while setting a path for sustained high performance in the recovery and beyond. These reports, for business and for public service organizations, will help you plan the journey.

From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the MultiPolar World Meet The dynamics of the multi-polar world combined with maturing IT technologies is enabling new ways of doing business, making new types of relationships possiblenot simply by providing new ways to connect across the multi-polar world but by orchestrating the six new market-making forces. These market-making forces have big implications for businesses and governments that are in pursuit of high performance. Strategies for achieving high performance in a multi-polar world For Business High performers join battle in new and distinctive ways. They create geographic options, weave themselves into multiple local markets, and sustain a strong global operating model to propel people and know-how across a smart, enabling organization. These companies are writing a new playbook for globalizationone that

will help businesses withstand short-term pressures while laying the groundwork for growth in the upturn.

The Challenges to Government from the Multi-Polar World In the multi-polar world, the old rules no longer apply for businesses or governments. Indeed, governments face unique trends and challenges in todays rapidly changing global economy. In this report, the Accenture Institute for Public Service Value explores the dimensions of the multi-polar world as they affect governmentand recommends ways for public service organizations to manage the risks and seize the opportunities.

The Rise of the Emerging Market Multinational The rise of the multi-polar world means it is no longer sufficient to view globalization solely through a Western-centric prism. This study attempts to "invert the lens"to examine what the multipolar world looks like from the standpoint of the emerging-market multinationals and the distinctive ways in which they are approaching talent, new markets, capital, resources and innovation.

The Rise of the Multi Polar World Developing economies are challenging the United States, Europe and Japan, giving rise to a multi-polar world economy. This study offers an in-depth look at the drivers and characteristics of this latest phase of globalization and the implication for businesses looking to achieve high performance.

Findings Accenture recently surveyed more than 400 senior executives from around the world. We analyzed the interaction between information technologies and globalization, and explored how these two major trends are transforming business ecosystems and defining new business models. The findings are also drawn from a range of secondary data sources, our extensive experience working with clients in each of these areas and the groundbreaking work of the Accenture Institute of High Performance and Accenture Technology Labs.

Executive Insights View tailored research and information on business issues relevant to major functional areas. CPO/Director of Procurement CTO/Director of Human Resources CEO/Managing Director CFO/Director of Finance COO/Chief Operating Officer CSO/Chief Strategy Officer CMO/Chief Marketing Officer

Chief Procurement Officer/Director of Procurement Research & Insights

C-level executives in today's business environment are living in unprecedented times. Potentially tasked with balancing innovation, growth and cost containment, procurement mastery is not for the faint hearted. Learn how sourcing and procurement capabilities can help achieve high performance.

As part of an ongoing series of global cross-industry surveys conducted by Accenture on behalf of the CPO Circle community, we examine the role of the chief procurement officer. This report explores the backgrounds, challenges and career paths of CPOs and details the findings in an attempt to paint a portrait of CPOs today and offer insight into where they are headed tomorrow.

High Performance in Procurement

High Performance through Procurement : The Role of Technology Achieving High Performance with Procurement Shared Services Centers Driving Growth from the Inside Out Procurement in Turbulent Times: Creating Opportunity from Economic Adversity How Indian Companies are Improving Their Performance through Procurement Mastery Painting a Portrait of the Chief Procurement Officer: Career, Challenges and Metrics Behind the Role Putting Procurement in the Driver's Seat: How Automotive

Executives Can Achieve High Performance through Procurement Achieving High Performance through Procurement: How Australian and New Zealand Companies are Performing Against Global Trends High Performance through Procurement: Accenture Research and Insights into Procurement Performance Mastery

Global Strategic Sourcing

Sourcing and Selling in Emerging and Developing Markets Sustainable Sourcing: A New Approach to High Performance in Supply Chain Management Sourcing Site by Site: Unlocking Value in the Procurement of Maintenance, Repair and Operations Services Opportunities for Sourcing from Central and Eastern European Suppliers Global Sourcing and Logistics: A Roadmap for High Performance Achieving High Performance in the Chemicals Industry: Sourcing of Complex Categories High Performance through Sourcing: Leveraging a Supply Management Platform for Low-cost Country Sourcing High Performance through Global Sourcing: Leveraging International Procurement Organizations in Modern China Procurement for High Performance: Global Sourcing in the Industrial Products Industry

Outsourcing

Seizing the Opportunity: Achieving High Performance in Todays Economy through Procurement Outsourcing Outsourcing and Procurement Mastery: How Procurement Masters Leverage Outsourcing on the Path to High Performance

Sourcing & Procurement

A Road Map to High Performance for CPOs From Purchasing to Supply Network Design and Coordination Procurement Mastery: Achieving High Performance in Procurement through a More Strategic Approach to Purchasing

Sustainability

DC Velocity : Sustainability blog The Green Link to High Performance in Retailing Achieving High Performance in an Era of Climate Change

Supply Chain Management 1. 2. 3. 4. Creating Advantage from Adversity Holistic Approaches to Health Care Purchasing Is There Still Fuel in the Low-Cost Country Sourcing Engine? Delivering High Performance through the Life Sciences Supply Chain 5. 2007 Global Chemical Industry Supply Chain Best Practices Study and Assessment

Chief Talent Officer/Director of Human Resources Research & Insights Talent and Human Resources executives face a number of issues affecting workforce talent and maximizing the performance of that talent. Accenture offers solutions to improve business practices and capabilities involving talent management, HR strategy, learning, leadership, culture, organization design and more. These research and insights offer points of view and information on a wide range of subjects, from the changing role of HR to the role talent plays in innovation and how these issues affect HR and talent management today.

HR Transformation

IT Transformation: Sustaining IT Workforce Change The Missing Link: How Employee Mindsets Can Be Assessed to Improve Business Performance Transforming the Public Service Workforce: New Ways of Delivering Public Value Study

Talent Management

A Workforce of One BusinessWeek.com: Netting the Net Generation How to Create a TalentPowered Analytical Organization How to Keep Your Best ExecutivesThe Key: Make It Easier for Them to Leave How to Motivate Your Sales Force to Great Performance Leading and Managing Change in a Multi-polar world Securing Your Talent Reserves Talent: Leveraging Your Most Important Competitive Asset The Future of Enterprise Learning: Driving High Performance with New Strategies, Tools and a Broader Mission The New Talent Equation: Managing Talent in Uncertain Times The Talent Powered Organization The Workforce of One: An Overview Vive la diffrence!

Change Management

Taking Performance Anatomy Global: The Importance of Shared Mindsets to International Expansion Turning Experience into Leadership

Organization Effectiveness

Beyond Nice to Know: Getting Serious About Analytics to Drive Outcomes Communicating Human Resources Strategy to Investors Creating an Agile Organization Crucibles of Leadership: How to Learn from Experience to Be a Great Leader Middle Managers Survey 2006 Shareholder Returns, Strategy and Talent: How Top Performers Connect The Dots Talent and Organization Analytics: Generating Insights to Meet Complex Workforce, HR and Business Challenges on the Journey to High Performance Together We Innovate Walking the Talk: Aligning Investments in Finance Workforce with Executive Priorities to Achieve High Performance Winning with Analytics

CEO Agenda CEOs and their senior management teams are confronting a series of critical issues, such as globalization and the rise of emerging market multinationals, changing operating models, transformation and the twin demands of growth strategy and cost reduction. We would like to engage you and your team on an ongoing basis with market-relevant insights distilled from client experience, research and executive forums.

Managing in the New Era

A Time for Bold Moves Beyond Nice to Know: Getting Serious About Analytics to Drive Outcomes M&A in a Downturn Strategies for the Downturn

Global Leadership and Organization Culture

Crucibles of Leadership Making Better Decisions: Blind Spots Recognizing Transformation Triggers ... Before It's Too Late Rise of the Chief Strategy Officer Strategies for the Downturn

Globalization

Executive-level Views of the Multi-Polar World From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the Multi-Polar World Meet Global Strategies for a Multi-Polar World New Players from Emerging Markets Strategies for Achieving High Performance in a Multi-Polar World The Right Set-Up for Going Global Winning the War for Talent in a Multi-Polar World

Global Operations

A Bold New Look for Global Sourcing Are Emerging-Market Multinationals Creating the Global Operating Models of the Future Bridging the Gap: Achieving High Performance through Product Portfolio Management Building the Global Enterprise: Where China Fits Now Corporate Resilience Comes from Planning, Flexibility and the Creative Management of Risk Cross-Border M&A: Handle with Care Global Operational Excellence and Agility Global Sourcing and Logistics: A Road Map for High Performance High Performance through Global Sourcing: Leveraging International Procurement Organizations in Modern China High Performance through Mergers and Acquisitions: Indias New Dynamics Lifecycle Management in a Multi-Polar World Open for Business: Opportunities for Sourcing from Central and Eastern European Suppliers Operational Excellence: Choosing the Path that Works for You Operational Excellence Provides a Bridge Over Todays Troubled Economic Waters Rapid and Sustained Cost Management Risky Business The Information-Driven Value Chain: Insights for Operating Ahead of the Curve Transforming Your Operating Model for High Performance in the Digital World

Talent Strategy

Sandy Ogg: How to Cope When Demand for Talent Outstrips Supply Strategic Talent Management The Talent-powered Organization: Leveraging Your Most Important Competitive Asset Where Will All the Talent Come From? Winning the War for Talent in a Multi-Polar World

Growth and Innovation

6. A Winning Playbook for Profitable Growth 7. Can Private Equity Do Due Diligence for the Long Haul? 8. Due Diligence is the Key to Merger Success 9. Durable and Effective Mergers and Acquisitions 10. Fast and Focused: Rewriting the Rules for a Successful Turnaround 11. Future Value and Innovation: How to Sustain Profitable Growth 12. Game over? 13. How to Capture the Essence of Innovation 14. Seven Delusions Executives Experience During a Merger Customer Centricity

Accenture 2007 Global Customer Satisfaction Survey: Enabling High Performance in a Multi-polar World China Brand Opportunities: Where They Are and How to Make the Most of Them Driving Growth: Create Your Own Upturn The New Rules for Customer Service: Findings from the Accenture Global Customer Satisfaction Survey

Sustainability

Achieving High Performance in an Era of Climate Change Driving Sustainability in a Downturn Embedded Sustainability

Accenture Research

Achieving High Performance through Shared Services: Lessons from the Masters CFO Insights Series From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the Multi-Polar World Meet Globalization: A Challenge and an Opportunity for the Finance Function High Performance after the Crisis: How Australian CFOs are Managing and Transforming the Finance Function

High-Performance Finance in China: The Dragon Stirs Mastering Finance Challenges to Achieve High Performance Navigating the Multi-Polar World Preparing for International Financial Reporting Standards (IFRS): An Opportunity for Finance Transformation The Australian CFO Agenda The CFOs Role in Achieving Operational Excellence The Changing Role of the Finance Organization in a MultiPolar World: Accenture High Performance Finance Study 2008

Corporate Finance

A Formal Finance Strategy Is Critical to High Performance Both in Finance and the Enterprise Overall A World of Opportunity: Driving High Performance through Finance Workforce Mastery Today's Finance Workforce - No Longer Just the 'Numbers Guys'

Enterprise Performance Management

Beyond Nice to Know: Getting Serious About Analytics to Drive Outcomes Effective Decision Making for Uncertain Times: Strategies and Practices for High Performance In Uncertain Times, Businesses Need Dynamic Planning to Chart the Course to High Performance Managing in Uncertain Times: Strategies and Practices for High Performance Meeting Investor Expectations: How Are Greater China's CFOs Doing? The Future Used to be Easier: Planning for Success in Dynamic Environments Two Cs in a Pod When Good Management Shows: Creating Value in an Uncertain Economy

Finance Strategy

Chief Financial Officers and Chief Strategy Officers: Partners in Strategic Management

Rapid and Sustained Cost Management

Podcast: The Winning Edge in Uncertain Times -- Rapid and Sustained Cost Management Strategies for the Downturn: Rapid and Sustained Cost Management The Winning Edge in uncertain times

Risk Management 15. Accenture Lights Two Candles with One Flame: Risk Management Acquisition in Brazil 16. Compliance: From Must Do to Profit Opportunity, Using Continuous Controls Monitoring to enable high performance 17. Constructive Tension 18. High Performance through Solvency II Compliance 19. Listen to the Podcast: Managing Risk in Extraordinary 20. Managing Risk for High Performance in Extraordinary Times: Report on the Accenture 2009 Global Risk Management Study 21. Managing Risk in Extraordinary Times: Strategy for High Performance 22. Risk Management Models: Creating Value Through Risk Management Podcast 23. The New Financial Metrics Other

International Financial Reporting Standards, a Canadian Perspective: More than Accounting Policies Moving the Finance Team to the Future Server Virtualization: The Path to High-Performance IT The G-20 Summit and Beyond: How to Address the Emerging Regulatory Climate Walking the Talk

Chief Operating Officer The COO role is perfectly placed to help organizations turn their strategies into action. Our hope is that we can continue to provide input and advice about how that link can be made from strategy in action.

Read the latest thought leadership and research of specific interest to chief operating officers. Our thought leadership showcases the latest and greatest research, articles, reports and white papers that are most relevant to COOs while demonstrating tactics that are critical to achieving high performance. Achieving High Performance: The Sustainability Imperative Sustainability is moving from the periphery to the heart of business and government. As that transition occurs, organizations need to transform their operationsand, in some cases, their business modelsto fully integrate sustainability initiatives across the enterprise. Its a daunting effort. But the challenges are offset by the tremendous opportunities that lie ahead. Are Emerging-Market Multinationals Creating the Global Operating Models of the Future? To effectively support an organizations international strategy, five organizational components need to work in synergy: leadership; people; organizational structure; processes and technology; and metrics. But which model is best suited? How do developed-market and emerging-market multinationals operating models differ? What can they learn from each other? Accentures research results provide key lessons for multinational enterprises as they seek global expansion in the multi-polar world. Chief Operating Officers: Off to a Fast Start The role of the chief operating officer has become increasingly important to a companys ability to execute its strategy. But too many companies pay too little attention to the critical task of bringing on a new COO quickly and effectively. The consequences of this failure can impair the

performance of both the executive and the organization. Written by Nathan Bennett and Paul F. Nunes, published in Outlook Journal, September 2008. Continuous Improvement: The Key to Excellence in Business Processes Continuous improvement holds the key to operational excellence, and thus to high performance. Accenture shows how to integrate continuous improvement initiatives into the way a company does business in order to maximize benefits. Cross-Border M&A: Handle with Care Transnational deals now account for almost half of all M&A activity. But, argues Caroline Firstbrook in Handle with Care, these transactions are not for the faint of heart and should be approached with particular care. Crucibles of Leadership Crucibles of Leadership showcases an original approach to leader development that calls upon learning from experiences. Ecolab: Lean Six Sigma Accenture helped Ecolab use Lean Six Sigma to meetand exceedits growth and cost-reduction goals. Engineering Company: Business Process Lifecycle Management Accenture helped an engineering client improve its processes to reduce costs and cycle times while improving quality.

Food Company: Operational Excellence in Promotions Accenture helped a food company streamline operational processes around promotions to lay the foundation for high performance From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the Multi-Polar World Meet As the global economy slowly returns to health, companies are refocusing on the implications of globalization and the maturation of certain information technologies. New Accenture research identifies six market-making forces that companies must learn to orchestrateand the hallmarks of success. Game over? Fundamental free-market factors are changing the rules about how and to what extent emerging markets will grow in the next 10 years. Guardians of Strategy in Action: A Research Study on Chief Operating Officers and High Performance Based on original research led by Paul Nunes, executive research fellowAccenture Institute for High Performance Business, in collaboration with Nate Bennett, Whalen Professor at the College of ManagementGeorgia Institute of Technology, this report is the first step in an Accenture program of a series of COO-related research initiatives focusing on the link to high performance.

How the Right Choices Today Can Prepare Companies for a Rebound Operational excellence is even more important today, as businesses, already strained by heightened competition of globalization, now are pummeled by the global slowdown. Does your company have the right operating model for this environment? Are you doing everything to execute your strategy with excellence? How to Achieve Operational Excellence in these Extraordinary Times In the rough and tumble of the real world, businesses inevitably hit walls that force them to make fundamental changes if they are to compete more effectively. For many companies, the current economic uncertainty may be one of those walls. High-performance businesses recognize and understand that such situations demand much more than reflexive cost cuttingthey call for unflinching commitment to operational excellence. Mastering the move from COO to CEO In the United States, the chief operating officer is often considered to be the CEO-in-training. Yet remarkably few companies have a rigorous succession plan in place. Meeting the Explosive Demand for Infrastructure Accenture argues that in order to meet the expected explosion in demand for infrastructure, suppliers will have to transform their supply chains.

Multi-Polar World 2: The Rise of the Emerging Market Multinational The rising international prominence of Emerging-market multinationals (EMMs) is both a cause and consequence of the multi-polar world, characterized by growing economic interdependence across five dimensions: capital, talent, resources, consumers and innovation. This study, based on in-depth interviews with executives of emerging-market multinationals and international experts and extensive research, inverts the lens to examine what the multi-polar world looks like from the standpoint of EMMs and identifies the challenges they may face on their journey toward high performance. Operational Excellence Provides a Bridge Over Todays Troubled Economic Waters Top COOs, all members of the Accenture COO Circle, share strategies to drive operational excellence and high performance in todays economic climate. Operational Excellence: Choosing the Path that Works for You Accenture outlines the way to choose the right path to operational excellence and ultimately high performance. Operational Excellence: Findings from Recent Conversations with Chief Operating Officers Listen to this podcast to learn about the various paths COOs have taken to achieve operational excellence and what still keeps them up at night.

Preparing to Thrive in an Oil-Challenged World Accentures Jonathan Wright argues that we are entering an era of oil-price volatilitywith clear implications for the supply chain. Seven Delusions Executives Experience During a Merger On the road to high performance companies should be aware of the rushing to achieve synergy and value creation during a merger. With the best of intention, delusions about systems, people and processes can cause problems that can easily be avoided by reading this research. Strategic Supplier Relationship Management Accenture outlines the reasons behind the drive toward strategic supplier relationshipand explains its own approach to enabling the move. Strategies for the Downturn High-performance businesses must develop new strategies to outperform their peers against the backdrop of the current economic downturn. Strategies for the Downturn: Operational Excellence In association with Criticaleye, Greg Caster, Head of Process and Innovation Performance Practice at Accenture, joined a panel of experts from the international business community to discuss how to instill pre-eminent operations in spite of a down-turning economy.

Strategies for the Downturn: Rapid and Sustained Cost Management In association with Criticaleye, Andrew Meade, Partner, Accenture Finance & Performance Management, joined a panel of experts from the international business community to discuss the importance of taking a very strategic approach to cost management an approach that is aligned with the longterm direction of the business. US Military: Lean Six Sigma Accenture helped this military facility use Lean Six Sigma to drive process improvements on the way to achieving high performance. What Can Supply Chain Executives Learn from the Iceland Volcano? Accenture argues that dynamic supply chains are the key to minimizing disruptions caused by natural events such as the recent volcanic eruption.

Chief Strategy OfficerThe nature of Strategy itself has changed during the past decade. Strategy is a continuous process and successful execution therefore depends more than ever on rapid and effective decision making.

Corporate Strategy

A Time for Bold Moves Achieving High Performance: The Sustainability Imperative Chief Financial Officers and Chief Strategy Officers: Partners in Strategic Management Decisions: How CEOs Make the Right CallAnd Get Results Driving Sustainability in a Downturn Executive-level Views of the Multi-Polar World From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the Multi-Polar World Meet Game over? Is Your Organisation's Strategy Being Implemented? Making Better Decisions: Blind Spots Managing Risk for High Performance in Extraordinary Times: Report on the Accenture 2009 Global Risk Management Study Managing Risk in Extraordinary Times: Strategy for High Performance Rise of the Chief Strategy Officer Strategies for Achieving High Performance in a Multi-Polar World The Chief Strategy Officer

Growth Strategy

A Brave New World: The Climate for Chinese M&A Abroad Future Value and Innovation: How to Sustain Profitable Growth Innovation and Profitable Growth Survey from Accenture and the Economist Intelligence Unit Mergers & Acquisitions Cross-border M&A: Handle with Care Mergers & Acquisitions: The Growth MachineWhy It Pays To Build an In-House M&A Capability Post-Merger Organizational Design Seven Delusions Executives Experience During a Merger Strategies for the Downturn

Operational Strategy

Are Emerging-Market Multinationals Creating the Global Operating Models of the Future? Pricing and Profit Optimization

Recognizing Transformation Triggers ... Before It's Too Late Transforming Your Operating Model for High Performance in the Digital World

Chief Marketing Officer

The CMO role is perfectly placed to build customer trust, deepen relationships and expand into new customer segments and markets. Sponsored by Accenture to celebrate the Marketing Societys golden jubilee, The Future of Marketing features 50 global CEOs and their visions of marketings central role in the new, technology-driven business environment. Read The Future of Marketing.

Marketing TransformationAn Introduction from Nick Smith, Global Managing Director In this video, Nick Smith, global managing director-Marketing Transformation Solutions, Accenture, looks at the future of marketing.

By SubjectAlphabeticallyBy IndustryBy TypeBy Date

By Subject Managing in the New Era

Becoming an Agile Marketer Beyond Nice to Know: Getting Serious About Analytics to Drive Outcomes Competing on Analytics: The Architecture of Business Intelligence How to Make the Most of the Great Consumer Trade Down It's only a matter of time Marketing Mastery: How High-Performance Businesses Drive Profitable Growth Marketing TransformationAn Introduction from Nick Smith, Global Managing Director The Future of Marketing The Road to Recovery: A Report on Consumer Behavior in the New Economy When Good Management Shows: Creating Value in an Uncertain Economy Why Customer Centricity Matters in Uncertain Times

Growth and Innovation

Capturing the 'Emerging Energy Consumer' Customer Acquisition and Retention Customer-Centric Principles for Acquiring New Customers in the Multi-Polar World Growth by Optimizing the Customer's In-Store Experience High Performance in the Age of Customer Centricity How Chief Marketing Officers Can Drive a New Growth Agenda How Culture and Technology are Speeding the Need for Life Insurance Transformation Innovative Approaches to Win the US Bundled Pricing Game Investing to Sustain High PerformanceExamining the Two Sides of thae Innovation Coin Journey to a Smarter Grid Managing New-Product Development and Innovation in

Challenging Times Mastering the Art and Science of Sales: Accelerate the Journey toward High Performance The New Customer Imperative Unlocking the Hidden Value in Customer Experience Management

Customer Loyalty

Customer Loyalty: A Customer-Centric Approach High Performance in the Age of Customer Centricity Superior Customer Service Capabilities What Communications and High Tech business Customers Want, What They Get And How To Bridge The Gap

Digital Transformation

Accenture Digital Home Global Consumer Poll Digital Advertising and Monetization How to Govern Social CRM (podcast) Mastering Social Ecosystem Marketing Premium Customer Support as a Key to High Performance in a Networked World Realising the Full Promise of Digital Marketing Social CRM: The New Frontier of Marketing, Sales and Service The Portal of the Future: Customer Support for the Web 2.0 World Top Five Characteristics of the Optimal Web Team Trendsetters in the Networked World? Look to Consumers in the Emerging Economies

Globalization

China Brand Opportunities Customer Satisfaction in the Changing Global Economy Customer-Centric Principles for Acquiring New Customers in the Multi-Polar World From Global Connection to Global Orchestration: Future Business Models for High Performance Where Technology and the Multi-Polar World Meet Trendsetters in the Networked World? Look to Consumers in the Emerging Economies Winning the Wallets of Chinese Consumers

Operating Efficiency

Customer Acquisition and Retention: Managing Front-Office Costs Customer Acquisition and Retention: Strategies for Managing Front-Office Costs Optimizing Trade Promotions Management to Achieve High Performance The Case for Product Life Cycle Management