Accenture Knowledge Management in Asia Pacific
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KM Chicago (February, 2006)
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Accenture Knowledge Management in Asia Pacific
- 1. Accenture Knowledge Management in Asia Pacific February 2006
- 6. 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
- 9. 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
- 12. 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
- 15. 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
- 16. 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
- 19. 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
- 23. 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
- 39. 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
- 40. 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
- 44. 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
Editor's Notes
- 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.