dr Agata Dulnik - Supporting leadership effectiveness during times of rapid organizational change

Global WIAL
Conference
Warsaw, 19th October
Presenter: Agata Dulnik, Ed.D.

1. About Accenture
2. Mergers and acquisition activity
3. Workforce of the Future
4. LDP solution
5. Case study
6. Conclusions
Agenda

Accenture is a leading global professional services company…
…providing a broad range of services and solutions in strategy, consulting, digital, technology and
operations.
• We help organizations maximize their performance and achieve their vision.
• We develop and implement technology solutions to improve our clients’ productivity and efficiency.
• Ultimately, we enable our clients to become high-performance businesses and governments.
We drive end-to-end transformation for clients across our five businesses.
103,000 people
$7 billion
net revenues
As a Service
Business Process
Cloud
Security
Operates
8,000 people
$2 billion
net revenues
Business
Strategy
Technology
Strategy
40,000 people
$7 billion
net revenues
Management
Consulting
Technology
Consulting
36,000 people
$7 billion1
net revenues
Interactive
Mobility
Analytics
257,000 people2
$15 billion
net revenues
Application
Services
Labs
Ecosystem
Alliances
PowersDigitizesTransformsShapes
Copyright © 2016 Accenture All rights reserved.

We have a broad global footprint, with offices and operations
in 55 countries
Office and operations in place
No office and Operations in place

We lead with innovation in everything we do
We have relationships with more than
4,000 clients in 120+ countries.
We have expertise in more than 40
industries across 13 industry groups.
All 100 of our top 100
clients have been
clients for at least
94 of the Global 80%+ of the Global
are Accenture Clients
five
years
ten
years
97 of our top 100
clients have been
clients for at least

Navigating the future organizations face many challenges
1.Source: Accenture Strategy research, 'Being Digital'
2.Source: Accenture Strategy research, 'Traits of Truly Agile Businesses'
3.Source: Accenture Strategy research, 'Being Digital'
4.Source: Accenture Strategy research, 'Traits of Truly Agile Businesses'
95% of executives
feel digital
transformation will
provide
competitive
advantage1
45% of executives
cite the lack of
digital skills as the
most significant
barrier to digital
transformation3
50% of strong growth
companies that felt
unprepared for
uncertainty cited slow
decision making as a
top reason for their
lack of confidence2
51% of strong
growth companies
say that investing
in data and
analytics is very
important to
improving their
agility4
Digital
Transformation
Volatility and
Uncertainty
Changing
Workforce
Data and
Analytics

Fast-paced changes are forcing companies to speed up business
redefinition…
For the first year ever, global M&A volume in 2015 surpassed $5 trillion1
Over 44’000 transactions announced worldwide2
Cross-border transactions will provide a significant source of value creation1
Sources: Dealogic1, Imma Institute2
80 percent of businesses are planning to pursue non-traditional growth,
in large part by venturing into or with other industries.
Accenture research reveals

…by shifting from scale to strategic value
The usual approach is to focus on immediate cost and revenue synergies.
In the new approach, required transformation activities take place concurrently to best leverage
the new talent pools and intellectual property.
• More customers, broader geographic presence
and optimized cost base.
• Large competitors with complementary offers as targets.
• Major integration programs.
From
• Agility and adaptability, innovative business models
and new products and services.
• Small, nascent businesses in new industries as targets.
• Different dynamics due to size and nature of the targets.
• Innovation-driven integration.
To
Fortune Magazine
‚Organizations merge with hope for realizing financial benefits
But they fail for people related reasons’

Judgment & engagement, the business differentiators of the future
Now is the time for organizations to put programs and practices in place that will enable
a new breed of judgment workers to flourish.
Future success will be driven by leaders’ ability to innovate and make better, faster decisions
in an engaged team enviroment.

Accenture’s approach
We believe there are three fundamental things organizations can do to create a workforce that is
differentiated by its ability and desire to place judgment work at the center of all they do.
For companies looking to put the "human" back in human capital, there are three things they can do differently:
Enabling the Multi-
skilled Worker
Break the
Hierarchies
Enter the Digital
Race
44% of high-growth companies now use
temporary teams, and 86% leverage the
power of collaboration across
employees to achieve high performance.1
Reorganizing Work
48% of high-growth companies say
their leadership team has worked to
incorporate a broader range of
perspectives and skills.3
Redefining the Role of Leadership
Preliminary pilots in the utilities industry
suggest that plant workers can gain 1.5
hours/day in work time using mobility-
enabled, electronic work packages,
boosting productivity by up to 25%.2
Boosting Brain and Brawn

Accenture Leadership Development Approach
• Individual
• Group
Building workforce quality by utilization
of valid tools and methodologies in order
to identify job or career related skills
and competencies
Assessment
• Cultural transformations
Adjusting leadership behavior
to accomplish the mission
of the organization could influence
the employees’ job satisfaction
Culture and Behavior
• Workshops
• Coaching
• Group Coaching
• Action Learning
Any action or process through which
individuals acquire or further their know-
how and learning around current
workplace issues and practices as well as
developing skills they might need to
succeed in the future
Learning Interventions

Case Study
• Most of the Leadership Team (LT) members recently joined Client company with diversified experiences, leadership styles and
organizational cultures. The goal was to create an agile and collaborative LT that was going to bring forward the best assists of
individual member while allowing for seamless synergy on top.
• It was critical for LT to create this dynamic because Client’s entire new organization was looking up to Team Leader for clues on how the
new entity will function within the silent rules (we call it ‘culture’) and will mimic what they see.
• Once culture was established it will be hard to change so from organizational behavior and management perspective early actions
steering this emerging culture in the right direction, especially at the first signs of trouble you are spotting, are critical.
The Context
• Enhance self-awareness of leaders.
• Action on results to Build one leadership team
with collaboration culture.
• Evaluation of leadership journey results
and recommending next steps.
Proposed approach
• Building team and individual awareness of strengths
and deficits to lead new organization as one team.
• Planned activities and interventions on individual and team
level.
Objectives

Key Milestones
Kick-off - Team Effectiveness Workshop
Kick-off
Team Effectiveness
Workshop (1 day)
B
PLP
Month 1
A
Wrap-up
Team Effectiveness
Workshop
B
Wrap-up - Team Effectiveness Workshop
D Action Learning Sessions (5 bi-weekly team sessions)
PLP
Feedback
(virtual)
A
Session 1
(on-site)
Session 2
(on-site)
Session 3
(on-site)
Session 4
(on-site)
Session 5
(on-site)
C Individual Coaching Sessions (5-6 per each Leader)
Coaching 1
(on-site)
Coaching 2
(virtual)
Coaching 3
(on-site)
Coaching 4
(virtual)
Coaching 5
(virtual)
Self-reading, additional inspirational materials for individual studyE
1 2
Month 2
3 4 5 6
Month 3
7 8 9 10
Month 4
11 12 13 14 15 16 17
Month 5
Weeks
Case Study
Client Team Effectiveness Program Timeline (example)

• In case of M&A activity a synergy of the new Leadership
Team (LT) is of the outmost importance.
• It is important for the new business entity’s effectiveness
that the Leadership Team gets LD support as early as
possible, hopefully during the formative stage.
• Working AL style allows the new LT not only develop
themselves as leaders to establish healthy cooperation
among the team members, but also to efficiently work
out new processes for the new entity.
Conclusions

dr Agata Dulnik - Supporting leadership effectiveness during times of rapid organizational change

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