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The 5 Hallmarks of Operational Excellence

The 5 Hallmarks of Operational Excellence. Service in Corporate Excellence - The Human Equation 21 February 2014. Context – The Accenture Business The 5 Hallmarks of Operational Excellence Other ingredients for your secret sauce (aka “The glue that holds it all together”).

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The 5 Hallmarks of Operational Excellence

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  1. The 5 Hallmarks of Operational Excellence Service in Corporate Excellence - The Human Equation 21 February 2014

  2. Context – The Accenture Business The 5 Hallmarks of Operational Excellence Other ingredients for your secret sauce (aka “The glue that holds it all together”) Discussion Outline

  3. Setting the Context - Accenture

  4. Some facts & figures 275,000 employees worldwide Over 4,000 clients in more than 120 countries We serve 91 of the Fortune Global 100 and more than three-quarters of the Fortune Global 500 99 of our top 100 clients have been clients for at least five years 91 of our top 100 clients have been clients for at least 10 years Service in Corporate Excellence - The Human Equation Accenture – the Company

  5. The 5 Hallmarks of Operational Excellence (aka Structures, HR Systems & Processes)

  6. Naming the company’s competitive essence Establishing the right structure Out-executing: The path from strategy to action Balancing structure and execution Choosing the right journey Service in Corporate Excellence - The Human Equation The 5 Hallmarks of Operational Excellence

  7. What the organization does better internally than any of its competitors, in order to drive value for its customers. Simple and clear Everyone in the organization understands it Is more than a brand image or clever tagline. Test = can outsiders sum up the company’s uniqueness NASA Janitor to JFK: “I help men get into space” Service in Corporate Excellence - The Human Equation 1. Naming the company’s competitive essence

  8. MissionTo help our clients become high-performance businesses and governments. VisionTo become one of the world's leading companies, bringing innovations to improve the way the world works and lives. Service in Corporate Excellence - The Human Equation 1. Naming the company’s competitive essence

  9. Accenture’s is all about Delivering high performance Knowing what ‘high performance’ looks like, by industry Being able to measure outcomes Knowing what to invest in Service in Corporate Excellence - The Human Equation 1. Naming the company’s competitive essence Singapore = #1

  10. High Performance also = outcomeseach client seeks to achieve Service in Corporate Excellence - The Human Equation 1. Naming the company’s competitive essence PROCESS: Each engagement defines pathway from ‘Issues to Outcome”

  11. Driven by what capabilities we need for competitive advantage, where we source these activities, and who should perform them. Evolves Service in Corporate Excellence - The Human Equation 2. Establishing the Right Structure ILLUSTRATIVE

  12. Anchored in the Core Values of Client Value Creation and One Global Network. Service in Corporate Excellence - The Human Equation 2. Establishing the Right Structure

  13. Service in Corporate Excellence - The Human Equation 2. Establishing the Right Structure Geography Communications, Media & Technology Resources FinancialServices Health & Public Service Products • Comms • Media & Entertainment • High Tech • Banking • Capital Markets • Insurance • Health • Public Service • CGS • Retail • Life Sciences • Retail • Travel & Transportation • Logistics & Freight • Infrastructure • Energy • Utilities • Natural Resources Accenture Digital Accenture Strategy Accenture Technology Accenture Business Process Outsourcing

  14. Two keys for every door – collaboration and influence BUT prioritization is ALWAYS around the client Our client portfolios are 1 global P/L Our capability portfolios ensure we grow deep, specialized and market relevant skills Our geographies manage the execution, and drive long-term growth strategies. Service in Corporate Excellence - The Human Equation 2. Establishing the Right Structure The 3 dimensions of our business come together to govern our business

  15. $26.8b revenues, 275,000 people globally, 1 networked organization. Service in Corporate Excellence - The Human Equation 2. Establishing the Right Structure Chairman/CEO – Paris COO – Brussels Chief Leadership Officer - London CFO - Atlanta CHRO – New York CMO – New York CLO – Washington DC • Group CEOs • CMT: NY • H&PS: Texas • PRD: NY • FSI: London • RES: Paris CEO Global Markets - Singapore There is no Accenture HQ location Everywhere in the world Accenture has to look and act the same and deliver a consistent set of values, cultures and competencies. Lean and networked.

  16. Companies that out-execute the competition: Service in Corporate Excellence - The Human Equation 3. Out-executing: The path from strategy to action

  17. Service in Corporate Excellence - The Human Equation 3. Out-executing: The path from strategy to action

  18. From ‘knowing’ to ‘doing’ – some observations The issues of where the sale takes place – and impact on client service The issues of silos internal to the organization – that gets in the way of a seamless customer experience The issues of geographic fragmentation – in a very connected global world Service in Corporate Excellence - The Human Equation 3. Out-executing: The path from strategy to action

  19. The story of Apple vs SONY When is it time to change, when we are doing so well Service in Corporate Excellence - The Human Equation 4. Balancing structure & execution My LEGO Bricks metaphor … and how do you do it all without leaving the people behind … Bill Green, former Chairman and CEO – Accenture “A foot in today, and a foot in tomorrow”

  20. Service in Corporate Excellence - The Human Equation 5. Choosing the Right Journey ILLUSTRATIVE Strategy Transformational Programs Customer Centricity 2.0 Targeted Interventions Morphing to a digital bank Sales force effectiveness programs Listening Post – Voice of the Customer & Social Initatives Operational Excellence Lever Self-service optimization Call centre efficiency improvements Process simplification Continuous Improvement Execution Magnitude of Change Incremental Step Change

  21. In pursuit of Service in Corporate Excellence, the following apply: The evolving customer landscape determines the journey. In the B2C world, the battle for the highly digital and social consumer requires new competencies and channels for customer engagement. In the B2B world, evolution of organizations from local to regional, and regional to global players, require different responses. Alignment of the workforce, performance management and organization play key roles in achieving differentiation. Recognizing the needs and having the appetite to change ahead of the competition can make the difference. Service in Corporate Excellence - The Human Equation 5. Choosing the Right Journey

  22. How It All Comes Together (the Glue that binds)

  23. Our Core Values shape the culture and define the character of our company. They guide how we behave and make decisions. Service in Corporate Excellence - The Human Equation Who We Are Stewardship Client Value Creation Best People Integrity One Global Network Respect for the Individual

  24. Service in Corporate Excellence - The Human Equation Core Values as an Everyday Thing

  25. Recognizing Core Values Demonstrated

  26. Recognize Performance Program (1/3)

  27. Recognize Performance Program (2/3) Outcomes field (Mandatory)

  28. Recognize Performance Program (3/3)

  29. The Accenture Way has been referred to as our Style. Service in Corporate Excellence - The Human Equation How We Do It Outcomes We Results Partner Relationships Prevention Career Outputs Me Promises Provider Project Recovery Job Bringing these elements of our Secret Sauce together Value, Collaboration, Delivery, Talent, Quality, Client Orientation

  30. Q&A

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