...Post Event Report : “Ethics in the Workplace” Panel Discussion Event 11th October 2011 at Accenture, London EC3M 3BD Report By: Manisha Dahad, Centre for Social Brilliance, manisha@socialbrilliance.org Vinay Gulati, Spinlondon Network Limited, vinay.gulati@spinlondon.co.uk Introduction Spinlondon Network Limited conducted an interactive Workshop on Ethics in Business in August 2010, which was very successful. A year later in August 2011, on popular demand, Spinlondon organised a Round-Table discussion on the subject of Ethics which eventually led to planning and conducting a Panel Discussion event on Ethics in the Workplace. This short report highlights some key points from an exciting and thought provoking discussion that took place on the evening of 11th of October 2011 in London at the Accenture offices on the topic of Ethics in the Workplace. The diverse panel consisted of representatives from Reed Smith, Diverse Ethics, Institute of Business Ethics, Accenture and Centre for Social Brilliance and a very participative and enthusiastic audience. 2 Testimonial “I had a very engaging time discussing business ethics with the panellists and attendees. I am always impressed by how deeply our people care about ethics and values in the workplace, and I think we all know that without integrity and values, we have no business. I found it quite interesting how several panellists noted that more and more, new employees are looking for an ethical organization to join...
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...Case Write-up Case Write-up Tran, Dung | Vo, Duong “Lucy” | Walden, Giovanna | Wang, Yang | White, Cassi Noel | Kjeseth, Mitchell | Tran, Dung | Vo, Duong “Lucy” | Walden, Giovanna | Wang, Yang | White, Cassi Noel | Kjeseth, Mitchell | Overview Before becoming Accenture, Andersen Consulting was a new branch of Andersen Accounting in 1989. Andersen Consulting faced a difficult task of positioning itself in the information technology marketing while also forging an identity separate from its accounting heritage. The challenge was to retain the positive aspects of the brand equity and break away from the limitations associated with an accounting brand. Originally, Andersen Consulting did not offer innovative solutions, which caused it difficulty in establishing a presence in the technology world. With its expertise in marketing and communications, Andersen Consulting quickly set apart from its competitors like IBM or McKinsey. It used sophisticated marketing strategies and advertising campaign for its name position and image. Eventually, this led Andersen to become the world’s largest management and technology-consulting firm. After a while, Andersen Consulting decided to seek independence as a separate company from Arthur Andersen. It was granted its independence in 2000, but as part of the ruling granting its independence, the license to use the Andersen Consulting name was to expire December 31 2000. After spending $7 billion in building...
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...Accenture`s Top 10 Technology Trends in Energy 1. In next 20 –30 years, alternate sources of energy will come into play. O& G companies will face higher capital costs to transform oeprations to meet new energy mix causing corresponding shifts in the industry`s operating models and ongoing investments in new computing technologies 2. Accentures top ten, is based on its work and research and its work with its strategic Business partners, like Microsoft, Oracle, and key industry providers like Honeywel, Oslsoft etc. 3. 4. Currently capturing and archiving data is a pain, piece meal approach –siloed application is currently in place, and companies have unable to find data trapped in individual repositories or too much or unnecessary data available..Reducing the number of applications. Benefits from such consolidation of apps is easier acces to more accurate info and enhanced collaboration. ( more emphasis on shared global resources in future) 5. Greater industry collaboration: Industry today collaborating more across their companies than in past. Collaboration comes in form of : simple web based workflows, for example, meter reading from field entered on a mobile App which is then automatically entered into centralized system. Implementation of electronic forms to standardize, automate data collection & processing, Today professionals more motivated to collaborate within their enterprise and also across the companies. For example – on operating...
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...Change management project: The HP merger with Compaq Table of content: • HP- presentation • Subject of change- Hp’s merger with Compaq • Promoters of the change and their motivation • Resisting forces • Critical mass • Trigger. Reducing resisting forces. Results • Change process-dynamics of the forces that promote change and the inertial forces • Analysis of the result. Residual stress • Conclusions HP In 1938, two Stanford graduates in electrical engineering, William Hewlett and David Packard, started their own business in a garage behind Packard’s Palo Alto home. One year later, Hewlett and Packard formalized their business into a partnership called Hewlett-Packard. HP was incorporated in 1947 and began offering stock for public trading 10 years later. Annual net revenue for the company grew from $5.5 million in 1951 to $3 billion in 1980. By 1997, annual net revenue exceeded $42 billion and HP had become the world’s second largest computer supplier. HP posted net revenue in 2009 was $115 billion, with approximately $40 billion coming from services. In 2006, the intense competition between HP and IBM tipped in HP's favor, with HP posting revenue of US$91.7 billion, compared to US$91.4 billion for IBM; the gap between the companies widened to $21 billion in 2009. In 2007, HP's revenue was $104 billion,] making HP the first IT company in history to report revenues exceeding $100 billion In 2008 HP...
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...of nearly $90 billion. GSD accounted for about half of GIS’s total revenues and an equal fraction of its total profits. It also included more than half of the company’s 315,000 worldwide employees. A significant portion of GSD’s business came from customers outsourcing their business-process needs. GSD signed multiyear contracts with customers. Most of these long-term contracts were won through highly contested competitive proposals. Competition was against Accenture, Ltd., Electronic Data Systems Corp., Computer Sciences Corp., and Perot Systems. These multiyear billings of some contracts totaled in excess of $1 Billion. Pretax profit margins at the division level were close to 10%. GSD presented the most attractive value proposition to potential customers by cutting costs and improving performances by “offshoring certain activities. The combination of huge capacity expansion and similarly large price reductions in telecommunications made it highly efficient to establish customer service/call centers, software developments centers, engineering design centers, and back-office accounting centers in low-cost areas of the world that had been or were now developing politically and socially reliable infrastructures. IE, India exports of info tech services grew fivefold between 1997 and 2002. Multinational firms headquartered in many of the developed areas of the world were participating in this trend. In Feb 2004, Siemens announced that it was moving 15,000 software...
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...Lessons for success shared by Azim Premji June 5, 2008 I just made a post on a lesson from the Infosys Chief Mentor, Shri. Narayana Murthy about . Here comes another email from Shri. Azim Premji, Chairman and CEO, Wipro where he shares about what he learned from gaining success. Dear Wiproite, My own successes and setbacks along the way have taught me some lessons. I wish to share them with you and hope you will find them useful. Lesson #1: Be careful to ask what you want. You may get it. What this means is that do not ask too little either of yourself or the others around you. What you ask is what you get. When I look back at the time when I joined Wipro, I was 21. If you ask me whether I thought that Wipro would grow so by someday, the honest answer is that I did not. But neither did I think it would not. We constantly stretched ourselves to higher and higher targets. Sometimes, it seemed possible, sometimes fanciful and sometimes plain insane. But we never stopped raising limits. And we got a lot more than what we bargained for. Lesson # 2: Respond, don’t react Always be aware of your emotions and learn to manage them. There is a huge difference between people who react impulsively and those who can disengage themselves and then respond at will. By choosing to respond differently, we can prevent another person from controlling our behaviour. I remember a small story that illustrates this well. There was once a newspaper vendor who had a rude Customer. Every morning...
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...1.0 Introduction 1.1 Background of CPC Canada Post Corp. (CPC), a Canadian Crown enterprise, is Canada’s national postal service provider. CPC has 66,000 employees and it is also the country’s fourth largest employer. It serves 30 million residential customers and more than 1 million commercial customers, delivers more than 10 billion pieces of mail annually, and maintains relationship with more than 24,000 retail sales points for CPC products and services. CPC maintains relationships with more than 24,000 retail sales points for CPC products and services. 1.2 Problem of CPC From the company started the operation until now, CPC was faced increasingly competition from aggressive independent carriers that were targeting specific business sectors. Customers’ experience with CPC was often complicated and frustrating. Besides, CPC also lack of the knowledge of how to manage their customer, but leaned to focus on their technical process improving the interior works instead of issue what their customer needs and wants (Canada Post: Customer-focused Delivery). A customer could call three or four times about the same issue and receive different responses from call center agents. 2.0 Importance of CRM to CPC Process redesign for Customer Relationship Management (CRM) is so important for CPC’s success. CRM is containing every details of a company’s customers, thus, it’s easy to track a customer. It also can be using to determine a favorable customer (Importance of Customer Relationship...
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...Campus Phone: 0471 4068585 Email: info@aarictpl.com Website: www.aarictechnologies.com | 3. | | Accel Frontline Limited 311, Nila., Technopark Campus Phone: 0471-3061234,3061235 Email: business@ushustech.com Website: www.ushustech.com | 4. | | Accentia Technologies Limited 233-241, NILA, Technopark Campus , Thiruvananthapuram - 695 581 Phone: 471-2700964 Email: info@accentiatech.com Website: www.accentiatech.com | 5. | | Accenture Services Pvt. Ltd SBC Module No.08 , Thejawini Building, Technopark Campus | 6. | | Advanced Media Technologies Pvt. Ltd (AMTEC) GF-011, Ground Floor, NILA Building, Technopark Campus Phone: + 91-471-2700786 / +91 9567595681 Email: info@amtec.in Website: www.amtec.in , www.amtecanimation.com , | 7. | | AES Solutions Pvt. Ltd. Gayatri Building, Technopark Campus Trivandrum 695 581 , Phone: +91 471 4060462, 4060463 Email: info@aes-solutions.com Website: www.aes-solutions.com | 8. | | Afras Academy for Business Communication(AABC) (Academic Institution) Thejaswini Annexe, Technopark Campus, Trivandrum 695 581 Phone: +91-471-3217654,+91-471-3227654 Email: aabc@aabc.in Website: www.aabc.in | 9. | | Aisthis Media Creations Pvt. Ltd. NO. 5, Amstor Building, Technopark Campus Phone: +91 9496005999 / +91 93493 76562 Email: media@aisthis.com | 10. | | Akira Software Solutions Pvt Ltd A - 6, T-TBI, Nila, , Technopark Campus Phone: +91-471-3047775 Email: info@akiraplc.com Website: www.akiraplc...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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...Supply Chain of Snapdeal Subject : Supply Chain Management Submitted By: Arushi Bhasin & Vidhi Nagar • Objective Of the assignment : To study the supply chain, flow chart, agility and case study of an e-commerce website . E-commerce website chosen: Snapdeal A brief about E-Commerce: E-commerce can be defined as the conduct of business communication and transactions over networks and through computers or as the buying and selling of goods and services, and the transfer of funds, through digital communications. It can include all inter-company and intra-company functions (such as marketing, finance, manufacturing, selling and negotiation) that enable commerce. e-commerce usescommunications such as electronic mail, EDI, file transfer, facsimile,video conferencing, workflow, or interaction with a remote computer. e-commerce has also become associated with solutions and tools such as portals, e-marketplaces, e-auctions or virtual inventory. The last few years have seen a dramatic increase in the capabilities of e-commerce as hundreds of millions of dollars were invested in building new solutions and in fighting a marketing war for apparent first mover advantages. At a simplisticlevel, supply chains are typically made up of three major flows – physical, financial and information. e-commerce has the capacity to affect all three. . Physical flows can be affected by using information to avoid physical movements and to make product information available throughvirtual ways....
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...Marketing Audit Essay BA IMK XC 04/01/14 Marketing Audit Essay 2013-‐13-‐12 Gruppe 3 1 Marketing Audit Essay BA IMK XC 04/01/14 1.1 Introduction 1.1 Motivation In 2009 JYSK entered the Chinese market with an objective to open 500 stores within 5 years. However 4 years later the barriers have proven to be too strong and the company is considering giving up the entire expansion plan (Business.dk, 2013) describing the Chinese market as “the most difficult market in the world” (finans.tv2.dk, 2012). Based on this information it is interesting to examine the challenges JYSK faces and evaluate if they should consider giving up the expansion to China altogether. 1.2 Problem Statement How relevant would it be for JYSK to continue their entrance on the Chinese market? 2.1 Which macro and micro factors...
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...List of top consulting firms Following is an interactive list of the top consulting firms/companies around the world with such details as ranking, company name, website url, headquarters, year founded, approximate number of employees, male to female ratio, and other statistics. You can perform searches and sort the list (multiple column sort available, hold down shift). Our databases are frequently updated, be sure to bookmark and visit us often for updates and added stats. If you have suggestions or would like to see added features or stats you'd like to see feel free to email us your suggestions. Purpose: To summarize and provide beneficial statistical information about the consulting industry and provide quick access gateway to relevant companies and websites. Serving: Researchers, students, professionals, job seekers and all who seek information about top consulting companies. (10 characters max, no button to click, just type a few characters and see results) Type a company name to filter the list below for example: deloitte (your browser needs to support javascript) Note: Columns are sortable, you can multi-sort if necessary (shift + click) Rank | Consulting Firm | HQ | Industry | Type | # of employees | Year founded | Median age | Male | Female | 1 | McKinsey & Company * http://www.mckinsey.com * LinkedIn * Facebook * Twittersnapshot | Greater New York City Area | Management Consulting | Partnership | 15000 | 1926 | 29 | 67% | 33% | 2 | The Boston...
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...world | The Economist http://www.economist.com/node/12080751/print World politics Print edition Business & finance Economics Science & technology Culture The World in 2012 Blogs Debate Multimedia Special report: Globalisation Globalisation is entering a new phase, with emerging-market companies now competing furiously against rich-country ones. Matthew Bishop (interviewed here) asks what that will mean for capitalism Sep 18th 2008 | from the print edition GLOBALISATION used to mean, by and large, that business expanded from developed to emerging economies. Now it flows in both directions, and increasingly also from one developing economy to another. Business these days is all about “competing with everyone from everywhere for everything”, write the authors of “Globality”, a new book on this latest phase of globalisation by the Boston Consulting Group (BCG). One sign of the times is the growing number of companies from emerging markets that appear in the Fortune 500 rankings of the world’s biggest firms. It now stands at 62, mostly from the so-called BRIC economies of Brazil, Russia, India and China, up from 31 in 2003 (see chart 1), and is set to rise rapidly. On current trends, emerging-market companies will account for one-third of the Fortune list within ten years, predicts Mark Spelman, head of a global think-tank run by Accenture, a consultancy. There has been a sharp increase in the number of emerging-market companies acquiring established...
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...ECONOMICS PROJECT TOPIC: INFORMATION TECHNOLOGY BY TANU SHARMA TYBAF – 53 INTRODUCTION The information technology (IT) industry has become of the most robust industries in the world. IT, more than any other industry or economic facet, has an increased productivity, particularly in the developed world, and therefore is a key driver of global economic growth. Economies of scale and insatiable demand from both consumers and enterprises characterize this rapidly growing sector. The Information Technology Association of America (ITAA) explains 'information technology' as encompassing all possible aspects of information systems based on computers. Both software development and the hardware involved in the IT industry include everything from computer systems, to the design, implementation, study and development of IT and management systems. Owing to its easy accessibility and the wide range of IT products available, the demand for IT services has increased substantially over the years. The IT sector has emerged as a major global source of both growth and employment. INDIA AND INFORMATION TECHNOLOGY INDUSTRY Information Technology is one of the most important industries in the Indian economy. The IT industry of India has registered huge growth in recent years. India's IT industry grew from 1.2% in 1997-1998 to 5.8% in 2007-2008. In the last ten years the Information Technology industry in India has grown at an average annual rate of 30%. The liberalization...
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...economic power is growing strong are being neglected. LG Electronics is focusing again to regain those markets. The company will use a new marketing strategy such as using power retailers instead of using traditional channels of marketing like using dealers. Traditional dealers are losing their power whereas the power retailers are gaining market share like Carrefour (Times of Oman, 2006). The company is looking to achieve a turnover of $6 billion, to increase overall display sales to $20 billion, and to achieve a growth of over 22% by 2010. This will uphold LG’s image as a premium brand, it will increase returns on invested capital, and will maintain product leadership and expand its business portfolio. “LG Electronics continually pursues excellence in its endeavors to become a Super A brand” (AME Info, 2008). Technology Strategy...
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