Our business is structured around five operating groups, which together comprise 18 industry groups serving clients in every major industry. Our industry focus gives us an understanding of industry evolution, business issues and trends, and applicable technologies—all enabling us to deliver innovative solutions to clients, often helping to make an immediate and positive impact on their business performance. Through Business Consulting (Capability Group), Technology & Delivery (Capability Group) and the Outsourcing & BPO Organization, we develop and offer the skills necessary to lead in the marketplace.
Our business is structured around five operating groups, which together comprise 18 industry groups serving clients in every major industry. In this slide, our industry groups are highlighted.
Did not happen overnight
Within Accenture, knowledge is at the center of our business move to next slide
Accenture’s culture reinforces the importance of Knowledge Management. Story of global response // power of global network Within Accenture it is universally understood that : Knowledge is Accenture’s product and our major market differentiator in ensuring that we are perceived as industry benchmarks and thought leaders Managing our knowledge properly, and not having to re-invent the wheel, impacts directly and indirectly on our bottom line by conservatively saving us an estimated $200 million p/a saving on an $80 million p/a investment Fast, easy, reliable access to our knowledge impacts directly on the work we do for clients and ensures our future success as an enterprise By identifying and filling our knowledge gaps with new, innovative knowledge @ speed we are continuously able to respond to internal and external changes very quickly Every person at Accenture has 24 x 7 access to our knowledge capital and is trained on how and when to use it
To deliver success to our clients, we must run Accenture and its affiliated companies as high-performance businesses. Now is the time to re-energize the company to achieve high performance.
Businesses aspire to high performance now and in the future, especially as we emerge from one of the most bruising economic periods in recent history. Rather than merely dealing with today’s issues, businesses are seeking more integrated, long-term business solutions. Organizations need to achieve these higher levels of performance in an environment that is dramatically altered. This altered environment has been emerging for many years and has resulted not from one single major event, but rather from a steady accumulation of interconnected trends, such as amplified scrutiny, changing nature of workforces, pervasive low-cost technology and resurgent geopolitics.Other trends shaping today’s business environment are: - Growing interconnectedness - Increased organizational scale and complexity - Increased volatility - Amplified scrutiny - New roles for knowledge and intangible assets We believe this environment represents a new watershed era for global business Accenture is in a unique position to address these needs—and in so doing, raise the bar for performance in our own industry—through our High Performance Business strategic initiative.
We believe that this altered environment demands a response from Knowledge Management as well. This response must reflects this unprecedented complexity. This response must be a new and practical framework—a road map—to help Accenture navigate toward becoming high-performance businesses. The KM organization has therefore embarked on a long-term Strategic initiative to revamp its operations, re-think its role, and evolve its services in alignment with these changed and very diversified business needs. The KM organization continue to deepen its understanding and insights into the characteristics of high-performance business, and is focused on bringing the findings to our workforces to support them in helping our clients achieve their business performance aspirations . The three building blocks of High Performance business are: - Market Focus and Position - Distinctive Capabilities High Performance Anatomy (cultural/organizational aspects) These 3 BUILDING BLOCKS of HIGH PERFORMANCE, together with the three main identified strategic THRUSTS represent for the KM organization the compelling context that orient our future strategy, whose main objective is to optimize and mobilize Accenture’s intellectual resources ands social capital and focus them on VALUE CRAETION DRIVERS ( i.e. things that Matter in the market) Market Focus and Position High-performance businesses seek unique insights into drivers of current and future value, anticipate changes and translate rapidly into differentiated operating models and business architectures. Moreover, high-performance businesses focus continuously on business model and service innovation, making markets rather than just riding them. Mastery of Capabilities In addition to concentrating on market position and scale, top performers also focus on mastering distinctive capabilities relevant to their target customers. We have identified five areas of functional mastery: information technology; human and organizational performance; marketing and customer management; finance and performance management; and supply-chain management. High-Performance Anatomy If distinctive capabilities can be thought of in terms of functional mastery, performance anatomy is about the organizational characteristics that underpin these capabilities. High-performance businesses unleash the organization’s energies and core competencies; accelerate insight into action to out-execute competition; and manage the balance between today and tomorrow. Accenture KM Competitive essence is constructed from the alignment and balancing of three core building blocks.
Accenture Knowledge Management in Asia Pacific February 2006
Myrna Binamira was hired into Accenture in 1995 as KM Director for the Government Knowledge Network. This team is the first such team in Accenture to be located in Asia Pacific.
Before Accenture, Myrna spent almost 18 years as a Government employee, the last 8 of which holding the post of CIO for the Department of Agriculture. As CIO, she also managed the Department’s computer center facilities.
When she left the Department of Agriculture, she joined the systems integration arm of a local company that sold Sun Systems. She spent one year with that company as their Software Director selling Microsoft, Lotus Notes and Sun software.
In 2001, together with other colleagues in the industry, she co-founded the Knowledge Management Association of the Philippines. This is the first and only association of Knowledge Management professionals in the country.
Myrna is married to Jesse and has 2 teenage children: Kuki who is 16 years old and plays in her school’s basketball team, and David who is 14 years old and is a Math wizard.
Tanya Brincat has been involved in Knowledge Management since its inception at Accenture in 1992. She spent 4 years at Accenture WHQ in Chicago working on the design, development and rollout of the core suite of databases to be made available on Accenture’s knowledge management system, the Knowledge Xchange TM .
Since 1996 Tanya has served as a Knowledge Manager for the Financial Services Operating Group. After spending one year with the Financial Services Knowledge Management team in New York, Tanya returned to her native Australia where she currently serves as the Financial Services Knowledge Management lead for Asia Pacific (responsible for the provision of knowledge equipping and knowledge harvesting services to the FS practice in Asia Pacific) and the Global Head of Banking Knowledge Management (responsible for managing all Banking related knowledge capital on Accenture’s Knowledge Xchange TM and for developing all internal banking global communications).
Prior to her Knowledge Management assignment at Accenture Tanya spent 4 years as a Management Consultant in Accenture's Change Management practice, where she specialised in instructional design.
Tanya holds a Bachelor of Behavioural Science from La Trobe University (Melbourne, Australia).
Accenture Overview Accenture differentiates itself as a global leader with unmatched capabilities, experience and relationships. We help clients architect and deliver solutions that create value.
Over $15 Billion in Revenue
Over 117,000 Professionals in 46 Countries
91 of the Fortune Global 100
Half of the Fortune Global 500
350 startups and spin-offs
Over $500M in R&D expenditures
Over $500M in Training expenditures
Consulting More than 90% of the world’s top companies benefit from our insights and solutions. Technology Our experienced professionals bring the latest technology to deliver solutions, no matter how complex or risky. Outsourcing Using data networks and a suite of powerful online applications, we can help clients focus on their core business.
Accenture Organization Structure Comm. & High Tech Financial Services Government Products Resources Business Consulting Capability Group Outsourcing & BPO Organization Technology & Delivery Capability Group Global Strategic Delivery Approach Alliances
Industry-focused Operating Groups Comm. & High Tech Financial Services Government Products Resources
Global management team with an average 24 years of experience
Consistency of delivery through one global culture
Invested over $400 million in professional development
Spent $272 million in R&D
Accenture Is a US$15.55 Billion Business Worldwide Percentage of net revenues for twelve months ended August 31, 2005 Personnel count as of May 31, 2005 Other statistics as of August 31, 2004 Consulting $9.56b / 61% Outsourcing $5.99b / 39%
Accenture Revenues in FY2005 FY05 Total Revenue = $15.55b (a 14% increase over FY03) Annual Revenue by Operating Group Annual Revenue by Geography Asia/Pacific 7% $4.0b Communications and High Tech 26% Financial Services 22% $3.4b Government 14% $2.2b Products 23% $3.5b $2.4b Resources 15% Europe/ Middle East/ Africa 50% $7.8b $1.1b Americas 43% $6.6b
We Serve All Major Financial Services Industry Segments Property and Casualty Life and Non-Life Reinsurance Insurance Global Investment Banks Retail and Discount Brokers Asset Managers Custodians Depositories Exchanges Capital Markets Commercial/Corporate Banking Retail/Consumer Banking Private Banking Mortgages Credit Cards Wealth Management Banking
Facilitate connection of content experts (industry segments, SL leads)
Communicate available content sources and tools to enable self-serve capability
3. Equip Practice to leverage existing tools and services (Self Service)
Home Page development & maintenance
Work with project team to mine appropriate project deliverables (current CTS)
Create Engagement Profiles
Harvest, tailor, synthesize and package strategically targeted knowledge capital
Source content for Training & Marketing programs
Provide leadership to the development & maintenance of the KX
Maintain content quality (review, archive)
1. Develop, Package and Manage Content
Financial Services KM Tools FS Knowledge Exchange Page Launch pad to all Financial Services related resources on the Knowledge Exchange. FS Sales Gateway Provides access to resources to support the sale of our portfolio of Financial Services Offerings, in addition to general resources that support the sales cycle. FS Sales Asset Finder A search engine that enables you to find sales related assets including Client Experiences, Credentials and Proposals based on criteria you set such as Industry, Service Line, Geographic Area and Offering. Modular Proposal Search Allows you to download sections of existing proposals covering our suite of FS Offerings and tailor them for your specific needs. Consulting Proposal Excerpts Outsourcing Proposal Excerpts
Financial Services KM Team * Denotes secondary role ** Part Time Resource + Seconded Resource ++Contractor CAO – Chief Administrative Officer CEO – Chief Executive Officer CFO – Chief Financial Officer CIO – Chief Information Officer CMO – Chief Marketing Officer COO – Chief Operating Officer CPO – Chief Procurement Officer CRO – Chief Risk Officer LoB – Line of Business Legend: FS Capability Development Claire E. Agostini Content Management Services T. Brincat Client Team Services Brian McClure Banking Tanya M. Brincat Nicola Rainsbury* Insurance Sally Janis Iris Martens* Capital Markets Kevin M. Kwok Michael Huehn* KM Operations E. Denison CMSS Liaison: Brian McClure* Pramudita Mishra Ashish Singhal Saugata Sarkar Pooja Dhiman Kalpana Surianarayanan 1 FTE TBD Budget Christine Miles* FS Knowledge Management Elizabeth Denison CMO/LoB/Sales Suzanne Forney CFO/CPO/CRO/COO Steve Kaukonen CIO / FSSG Rainer Bartl Europe/A/LA Region ASG/Nordic Iris Martens Michael Huehn** Kristina Karlsson+ UK/I Nicola Rainsbury Rod Mills Salem Patel ++ SPAILA-Isabel Dulanto IGEM-Paola Confalonieri Gallia-Andrew Lewis (1/1/06) NA/APAC Region APAC Tanya Brincat* Akane Murao** NA Brian McClure Sally Janis* Kevin Kwok* CEO Tanya Brincat
What is the Government Knowledge Network (GKN)
Established in June 1995 to serve the knowledge management requirements of the Government Operating Group (OG);
It manages the collective sum of the Government OG knowledge assets;
It works with project teams, industry leaders, and subject matter experts in producing best content;
It is composed of 22 full-time knowledge management professionals
19 have global functions and are based in Manila
3 are assigned to Operating Units/Client Groups and are on-site (Vancouver, Washington DC, London)
Service Model GOVT CONTENT CTS (Proactive; Personalized) HD (Reactive; Personalized) KNOWLEDGE CHANNELS (Self-Serve) SUBJECT CUSTOMER ASSISTANCE MANAGEMENT CONTENT & CHANNEL MANAGE- MENT PROGRAM MANAGEMENT Target Client Engagements Government Professional Government Professional SALES SUPPORT (Proactive, Personalized) Target Key Opportunities
GKN KM Team Nancy F. Spencer Govt Capability Development Director Myrna A. Binamira KM Director Content Development & Packaging* Miles Acolola (Team Lead)
- Agriculture, Elections, BC, Quality
Defense, Fin & Admin, F&PM, PSV
Education, Postal, SCM
Human Services, HP, Strategy
Govt Health, BSIC, Outsourcing
IJPS, Revenue & Customs
- Public Transportation, Technology, Alliances
Client Group Support Tess Azicate (Team Manager)
Elections, Fin & Admin, Cross Ind
Agriculture, Defense, IJPS
Education, Public Transportation, Revenue & Customs
Govt Health, Human Services, Postal
Client Team Coordination Help Desk/CTS Assistance
Ana Eguia, Joyce Manuel, Giselle Tesoro
Jane Martin, Stephanie James, Fiona Robertson, Bettina Hipolito
- CTS Support, Help Desk
* This team also provides CoP Support Content/Channel Management Peachy Zapanta (Manager)
Making a Difference: What the FS Practice is Saying... Client Workshop Preparation Support “ Thanks for your support . This is exactly what I was looking for. ” Michael Rundshagen, Partner, Dresdner Bank Delivery Support "I am a client partner for KSD and appreciate your support for our team/ I believe it is your support that makes our work successful ...” Suk-Geun Lee, Partner, Korea Securities Depository Sales Support "This is world-class, exactly what we need! My guys are working hard to sell more work, and if we could help them save time and deliver to-the point material, that is excellent ." Werner Reil, Partner, Credit Suisse Group Client C-Level Meeting Support "I really appreciate you responding so quickly to my request for information. This is exactly the kind of information that I need to pull together some materials for our client meeting early next week ....I will definitely keep you in mind for assistance with future supply chain requests." Toni C. Langlinais, Managing Partner, Business Consulting Sales & Delivery Support “Our FS Knowledge Managers are a critical component to our sales and delivery efforts …..they provide the mechanism to share best practices and knowledge across our Global FS business .” Keith Lippiatt, Partner, Toyota Financial Services, Fidelity National Financial Opportunity Classification Support “Thank You … these are great leads for me to follow up on. Adrian Scott, Associate Partner, Australian Taxation Office Opportunity Communications Support “I think the Insurance news alert is an excellent and creative idea . Hopefully it will spark ideas/opportunities that wouldn’t have otherwise been thought of.” Sam Altiero, Partner, Insurance Proposal Development Support “The Proposal Support Team was invaluable in helping us deliver a quality proposal for Wachovia with time to spare. They aggressively managed the schedule, leveraging material from past proposals, escalating issues, consolidating responses, and coordinating production.” Ramu Anandakrishnan, Associate Partner, FS Outsourcing
Since 2002, KM has provided a dedicated resource to support the JP Morgan Chase client team. KM supported various market maker deals, proposals and account planning sessions. Some opportunities include:
Staff Augmentation – IT staff augmentation
Private Banking – development of a Daily Performance application
Finance Transformation – consolidate and transfer several existing finance functions to offshore and onshore Delivery Centers
Support provided to date:
Reduced business development costs and provided faster turnaround times in gathering information for proposals and RFPs.
FS KM Success Stories KM Sales Support for JP Morgan Chase (Top Client)
Presented on Knowledge Management to JPMC executives which led to the sale of a small knowledge management engagement.
Coordinated and developed various client presentations including executive summaries, discussion documents, etc.
Identified and provided client-ready credentials
Conducted market place analysis
Researched system vendors
Identified subject matter experts
Developed credentials and success summaries for Accenture use from JPMC engagements
Catalogued and packaged JPMC knowledge capital for Sales Gateway
Developed collateral materials for use with new hires from JPMC
“ I would like to thank you for the excellent work you have put in collecting and reworking the credentials. We ended up with some really good documented credentials. What I appreciated very much as well is that you managed to get in so many client reference letters. So thanks a lot and let's now hope this will be a winner.”
“ The support given made the opportunity team save considerable time. The KM support team is more efficient in retrieving the needed info and takes a time consuming activity out of the hands of the often overloaded opportunity team. A rough estimate of time saving: +- 7 mandays… In general qualitative very good work. The regular and clear status update was very much appreciated.”
~ Manager, Belgium Ministry of Finance - Implementation of Integrated System for Tax
“ The availability of relevant credentials enabled us to provide relevant and concise answers to the qualification questionnaire… Saved significant time, identified strong usable credentials, provided excellent contacts within the organization.”
“ I look forward to working with them further in Public Transportation and will continue to recommend them to all others in Government.”
“ The more we can do to widely communicate their presence and capabilites, the more people should leverage their services, something incredibly valuable as we consistently expend large credentials efforts on every single RFP response/proposal we create…” (On working with the Government Knowledge Network to package Public Transportation credentials)
Recent Developments: Replatforming of Knowledge Exchange
A single point of entry
Improved quality of content
More relevant content organization
Significantly enhanced search functionality
A consistent look, feel and approach
Accenture’s Knowledge Management Evolution The Accenture Portal; Capability Development 1992 Lotus Notes Build “KX” Global Rollout
DB development (Libraries, Discussions, Methods)
Growth of content
Growth of KM supporting orgs.
KM merges with Learning, Methods, Tools
Centralization; Integration …
Lotus Notes to Microsoft
Evolved KM strategies and infrastructure
KX Takeup Enabling Infrastructure Knowledge Sharing Knowledge Enabling Knowledge Worker “ Build it, and they will come” “ Knowledge is a by-product” “ Knowledge is actively managed” “ Knowledge-enabled Enterprise” 1993 - 1996 1997-2000 2001-2002 2003-2004 Business Drivers Result Global communications Organizational memory Relevant quality content, when and where needed People guided and enabled by personalized knowledge, tools & learning
Accenture’s evolution has required key aspects of our Knowledge Management approach to change Continued implementation of shared services and integration of knowledge learning and collaboration enabling technologies. Implementation of centralized infrastructure and shared services for development and content management. Each organization operates their own knowledge applications, development and operations teams Technology infrastructure & support Governance User experience Area Extended governance designed to ensure that learning, knowledge and HR organizational intellectual assets are shared and adopted. Centralized infrastructure and strategy driven by a representative governance model representing senior Accenture leadership and leadership from across KM groups Small central component Strategy and infrastructure decisions driven by local teams Knowledge integrated into key processes Single application with a topic-centric index Multiple applications with an organization-centric index Tomorrow Today Yesterday
To create a world class knowledge sharing culture and environment which contributes to Accenture’s success "The execution of our entire business strategy to be a market maker, architect and builder of the new economy is dependent on how we create, share and protect knowledge. Knowledge sharing is the essence of how we bring innovations to change the way the world works and lives." -- Joe Forehand, Accenture Chairman Drive value from knowledge to enhance revenue, reduce cost and foster innovation KM Mission KM Vision The KM mission and vision drive the strategy and resulting initiatives
The strategy focuses on ensuring consistent and effective delivery of knowledge related services and expertise across the lifecycle of our key “go-to-market” assets, content, and business priorities.
Supporting the planning of strategic go-to-market assets and content as well as knowledge delivery assets and tools, aligned with critical business priorities
Contributing toward the build-out of Accenture’s “go-to-market” assets and strategic content by creating , tailoring, synthesizing and/or sourcing strategic content
Facilitating the protection of Accenture’s proprietary assets
Designing, building, and leveraging user-centric channels and tools for content access, dissemination , knowledge sharing, and collaboration.
Helping to commercialize our assets by actively participating in sales efforts
Managing and refreshing assets to ensure relevance and reuse
Several imperatives will drive our ability to fulfill the mission and make the strategy successful.
In order to achieve the new mission and strategy, the knowledge function must:
Continue to leverage and enhance the content expertise of entity deployed knowledge professionals through training, performance metrics, etc.
Ensure consistent, high value knowledge services are being provided across organizations and geographies
More effectively leverage and collaborate with line professionals for content expertise
Enhance our focus on protecting and leveraging Accenture’s intellectual property
Maintain a focus on operational effectiveness by continuing to utilize shared services and geographic sourcing to deliver services not requiring deep content expertise and/or close proximity to the customer base
Simplify and improve Accenture’s knowledge sharing infrastructure as we move from Lotus Notes to Microsoft to make knowledge access, sharing and contribution more efficient and effective
Facilitate the direct collaborative activities among client teams
KM Delivers Value to Accenture and our Clients
Increased speed to delivery
Improved rate of innovation
Higher quality customer service
Faster and more cost-effective capability building
Point-of-need accessibility to world-class, “preferred practice” knowledge capital
Accessibility to proven methodologies and deliverables
Better use of knowledge in client-related processes
Value to Accenture’s clients Value to Accenture
Inclusive, inspirational, and networked performance support environment
Higher quality and improved synthesis of key knowledge capital
Improved retention of knowledge otherwise lost due to attrition
Improved external market view of Accenture’s KM capability
Contribution to better work experiences for our people
Expectations of new joiners better met
Our Business is Changing Emerging Heritage Blended Workforce Consulting dominated Distributed operating model (onsite/ nearshore/offshore Delivery Centers) Onsite operating model Packaged, maximizing reuse Custom, craft - based CXO as key buyer CIO as key buyer Competitive cost structure High cost structure
In this changed context we must re-energize Accenture and run it and its affiliated companies as high-performance businesses
Providing a compelling and differentiating positioning
Creating a rich vein of content to serve as a platform for selling and delivering work.
Providing a collaboration framework for client and executives interactions that build our business pipeline.
Driving the development of offerings, assets and tools to take to our clients.
Establishing a point of differentiation that resonates in the market and distances us from our competitors.
Reinforcing our innovation culture and improving client access to our innovation.
High Performance means that we must consistently outperform our peers over the long term, across industry cycles, economic ups and downs and leadership transitions
From a long term future into our immediate strategic direction
Accenture’s strategic direction establishes a company wide vision that guides our KM investment activities, as every strategic position is linked to some set of intellectual resources and capabilities .
Market Focus & Positioning High Performance Changed Workforce Composition Changed Service Mix Maximize Growth Opportunities Distinctive Capabilities Maximize Differentiation High Performance Anatomy Out-executing Competition
The three main strategic thrusts of our Business provide a compelling context that will knit together otherwise independent activities and will focus the energies of KM on things that matter in the market.
Strategic Thrusts Value Creation Drivers High performance Building Blocks Accenture Knowledge Strategy Accenture Business Strategy KM Strategic Focus
The three strategic thrusts of our business strategy dictate three cross cutting themes for the new Accenture knowledge management strategy Thrust 1: Evolve Accenture into a High Performance Business Thrust 2: Changed service mix Thrust 3: Changed workforce composition Vision: To create a world class knowledge sharing culture and environment which contributes to Accenture’s success
KM Theme 1: Shift from a one size fits all end user strategy to one that solves knowledge sharing problems for key roles within each workforce – using a mix of the common capabilities of the Knowledge Exchange
KM Theme 2: Transform Knowledge Management into a performance boosting, outcome based operation focused on the three specific key areas of High Performance :
Maximizing growth opportunities
KM Theme 3: Build a common infrastructure supporting and integrating both “People to Content” and “People to People” knowledge sharing approaches