BY: IZAAN SHARIEF

SYED SULTAN
KRISHNA
 ABOUT THE COMPANY
Accenture plc is an Irish-based multinational professional services
company that specializes in information technology (IT) services
and consulting. A Fortune Global 500 company, it reported
revenues of $44.33 billion in 2020 and had 569,000 employees.
Accenture's current clients include 91 of the Fortune
Global 100 and more than three-quarters of the
Fortune Global 500.
Julie Sweet has served as CEO of Accenture since 1
September 2019.
It has been incorporated in Dublin, Ireland, since 2009.
Julie Sweet was appointed as the new CEO of Accenture. She has voiced three
main strategies for the company. The firm will aim to invest in technological
innovation, continue maintaining relationships with its customers /employees
and become more environmentally ethical. These strategies will be
implemented via their matrix system, which has decentralized the company
into regional and industrial divisions.
Accenture’s competitive advantage of being a large
corporation allows the company to invest in innovative
technology and keep up with the dynamic needs of
its market. . Its “Digital and Cloud” services
provide advanced technology that helps in saving
storage costs, increase profits and facilitate
the clients reach their full potential. Accenture’s
partnership with SAP, Oracle, and Microsoft etc.
This further makes Accenture a reliable company with
immense industry knowledge because the professional services
provided by the firm is implemented via the latest technology. Accenture has
made it one of its most important goals to go “green.” It has heavily invested
in reducing their carbon footprint and the emissions have already gone down
 STRUCTURE OF ACCENTURE
Accenture operates in different industries providing a wide array of
services. To manage its complexity, the company uses a matrix
system.
The company divides itself by industry type called
Client Service Groups (CSG). They operate in the
fields of products, resources, communication
media
and technology, financial services etc. Each of
these
industries has its heads that report to the CEO,
Julie
Sweet(Gurney, 2017). The organisation is further
divided according to the region it operates in.
Each area is called a DTE that stands for
So every CSG has its own DTE in its respective locations. Each of
these mini-companies have their management and all of them
report to Accenture’s top managers in the headquarters.
Some employees work for a specific industry,
for instance, technology. Initially, as analysts,
they would provide services in many DTEs
and report to numerous heads (in various
geographic locations) to get trained and
specialize for a specific DTE (Gurney, 2017).
The chain of command in such organizations
begins from analysts at the bottom to consultants,
senior consultants managers senior managers,
partners, head of the region and finally the
head of the industry (ibid).
 CEO PERSONALITY/CHARACTERISTICS
 Julie Terese Sweet is an American business
executive. She is chief executive officer (CEO)
of Accenture, a multinational professional
services company. She is also a member of
the Global Management Committee for
Accenture. According to The New York
Times, she is "one of the most
powerful women in corporate America. "She
was named to Fortune's "Most Powerful Women" list from 2016
through 2019. In her first days as Accenture’s CEO, Julie articulated
seven leadership essentials that not only give insight into what she
values as a leader and expects from us as leaders, but also clearly
signals that while delivering results is essential, how you lead is
equally important. I’ve since reflected on how I can apply these
1.     Always do the right thing in every decision, every action. This is non-negotiable and a golden thread
that unites our people around the world. It means asking ourselves just because we can, should we? This question should be
paramount in all interactions with our clients, with each other, with our families, and in our communities.
2.     Care
deeply for all our people, to help them achieve their aspirations personally and
professionally.  This requires investing in our people to ensure they have opportunities to continually learn and grow in their
careers. And it also means that we invest time and emotion to really know our people as human beings – understanding their
aspirations both inside and outside of work and helping them achieve those aspirations.
3.     Live our unwavering commitment to inclusion and diversity. Living this unwavering commitment
means that we need to work hard to ensure our people feel they truly belong just as they are, so we can unlock their full potential. 
4.     Exemplify client-centricity and a commitment to creating value – for all our stakeholders – our
clients, shareholders, partners, people, communities, and certainly our own business.
5.     Lead with excellence, confidence, and humility. Excellence is setting a high standard and executing with
confidence, but also having the humility as a leader to realize there is always more to learn.  Julie leads by example. One of the
first things she did for our people was be transparent about her own learning – launching her own learning blog that shares both
what and how she’s learning.
6.     Act as true partners to each other, to our clients, ecosystem, and communities – underscoring
that we are always better together.
7.     Have the courage to change and ability to bring people along on the journey. Navigating high-
velocity change requires bravery and we must recognize that we’ll get better outcomes when we listen to and involve our people.
Following these essentials is, in part, what makes Julie an extraordinary leader. What strikes as most profound is it’s not about the
power she holds, but rather, the power she gives back to people. By empowering others, she lifts everyone up.
ACCENTURE HRM: TRAINING, PERFORMANCE MANAGEMENT
Accenture’s human resource management practices cover effective employee
training programs, as well as performance management to maximize human
resource capabilities. The company uses appropriate needs analysis to design
training programs aimed at supporting an innovative workforce.
The training programs and their results are regularly evaluated
to ensure that they meet Accenture’s human resource needs.
The company also has finely tuned performance management
practices, inclusive of performance planning that directly
address corporate objectives for HRM. However, the
company also experiences performance problems in
its human resources. To address this condition,
Accenture’s human resource management uses
information about performance problems as basis for
improving performance management practices along with employee training
 EMPLOYEE TRAINING AT ACCENTURE
Needs Analysis: Accenture’s HR management uses different types of needs analysis, such as organizational analysis, work
analysis, and cost-benefit analysis. Organizational analysis identifies new human resource needs based on the firm’s current
situation.

Program Design: Accenture’s HR management uses a combination of the relational model and the results-oriented approach for
training program design. The relational model focuses on the relationship of the company with employees. Accenture maintains
positive internal relations to foster employee participation in creative and innovative processes.

Delivery :Accenture’s human resource management delivers training programs in various ways, such as discussions, simulations
and on-the-job training.
ACCENTURE’S PERFORMANCE MANAGEMENT PRACTICES
Performance Planning: Accenture’s performance planning efforts address different dimensions of its human resource
management, including customer service, communication, support for diversity, and problem solving abilities.

Link to Corporate Objectives: Accenture’s performance management practices are directly linked to corporate objectives for
human resource management because they ensure that employees remain capable of supporting the firm’s business activities.

Performance Interviews: Accenture’s human resource management conducts performance interviews that address concerns
about individual performance and team performance. The individual performance interviews cover knowledge, skills, abilities
and other attributes of employees.  Accenture’s HRM uses unstructured and informal interviews in the fun meeting places, such
as the coffee and snack areas of its offices.
REVENUE GROWTH
2020-.21

• Accenture expects its revenue to

2017-19
rise 18% to 22% year over year
US$9.8
• For the full year, Accenture expects its
2014-16
revenue to increase 12% to 15%,
US $21.6
compared to its 14% growth in 2021
2011-13

2001-2010 US $81.6

US $93.9

US $117.7
CONCLUSION