...ACCENTURE CASE STUDY It’s 5:00 in the morning, time to rustle out of bed to catch your flight from Atlanta to San Francisco. You’ll be in the City by the Bay for the next four days, helping a major retailing client implement a new information technology system. Then you’ll fly back to Atlanta on Thursday, working from home on Friday. You’ll need to do it all again next week, and the week after that, and the week after that. That’s the schedule for Keyur Patel, a consultant at Accenture—the New York-based consulting firm that stands 97th among Fortune’s “100 Best Companies to Work For.” Accenture’s 150 offices can be found in 53 different countries, on six different continents. Although Patel’s current assignment is stateside, he works virtually with team members in Manila and Bangalore. This sort of arrangement is typical at Accenture, with the firm’s 178,000 employees needing to be able to work from anywhere, depending upon the needs of their clients. Accenture hires 60,000 employees a year, many of them straight out of college. That may seem like a lot of new hires, given the company’s size. The key to understanding that number lies in the turnover rate for the consulting industry. On average, consulting firms lose 15–20 percent of their workforce each year. The career path for consultants is often summarized as “up or out,” with employees either being promoted after putting in some time or voluntarily turning over to pursue a job with less travel and more stable...
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...Case Study: Strategic IT Transformation at Accenture An introduction to Accenture • Accenture today is a multinational management consulting, technology services, and outsourcing company. • Headquarters in Dublin, Ireland • World’s Largest IT Consulting firm by revenue • In 2014, reported net revenue of 30 billion • 305,000 employees world wide • Servicing clients in more than 200 cities and 56 countries History of Accenture • Started out as Andersen Consulting a division of the accounting firm Arthur Andersen. • In 2001 Andersen Consulting split away from its parent company and became Accenture. • To support its launch, Accenture had the right to use Andersen’s Technology infrastructure for one year. Problems with the Old IT Infrastructure • Andersen’s systems were composed of a patchwork of legacy applications that did not interconnect. • Key systems and Databases could not be accessed remotely through the internet. • Each Office had adopted their own accounting and HR Software systems, making it difficult to get a status of the whole Organization at any one time. Problems with the Old IT Infrastructure Changing the approach to IT • Accenture due to the split had a rare opportunity for an organization of its size; To build its IT infrastructure from Scratch. • Accenture had to change the conceptual approach to internal IT and its perception. • IT would be run as a business within a business rather than as a cost center as had been traditionally done. Changing the...
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...1. Go to the Accenture website, www.accenture.com, to research and gather job- and career related information that might need to be adapted by other employers. As part of this research, examine how Accenture markets itself to current and potential employees. * For many organizations, a workforce is comprised of a mix of internal and external people. Recent Accenture analysis of this “extended workforce” finds that external workers, equipped with project-specific skills, are enabling organizations to seize marketplace opportunities faster, with more agility. To manage this extended workforce effectively, companies must create new organizational structures, facilitate interaction and collaboration among all workforce types, and integrate talent-related processes and systems. * “temp” workers—people used as a stopgap measure to fill in for employees on leave or to provide extra sets of hands during particularly busy periods. * Employing project-based workers is more than a tactical response to an immediate need, according to recent Accenture analysis. Indeed, such talent may be highly skilled, in-demand knowledge workers, performing at even the top levels of an organization. * The extended workforce trend * Using external, project-based workers has often been seen as primarily a cost-cutting initiative. . The channels, structures and transactions are entirely different—they are far more fluid and versatile than any familiar forms of accessing human resources...
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.... The traits essential for a consulting organization – innovative, creative, dynamic, strategic. 2. On August 7, 200 Andersen Consulting has officially separated from Arthur Andersen. In return for its independence, Andersen Consulting had to change its name as the Andersen Consulting name was to expire December 31, 2000 the company had begun to search for a new name in advance of the arbitration decision. It was very complicated because the company had to quickly create a new name, effectively transfer equity of the old name to the new name, raise awareness of the new name globally, decisively eliminate confusion between itself and Arthur Andersen and reposition the firm in the marketplace to reflect its new vision and strategy 3. “Renamed. Redefined. Reborn. 01.01.01”; “Greater-than”; “Now it gets interesting”; “ Innovation, delivered”; ”High performance. Delivered” 4. Andersen Consulting has made a research focusing on five factor: 1 marketplace awareness was the measure of brand awareness in each of the major countries across brand attributes; 2 client satisfactions was used to measure Company’s performance with its global client base; 3 buyer values was the measure of the key values oft its global target audience to understand and stay ahead of market trends; 4 advertising copy testing was the pre and post testing measuring the effectiveness of all print, poster and television advertising concepts; 5 media monitoring was the measure of the number and type of...
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...Objectives: ➢ Students will learn key Human Resource practices as recruitment, selection, training, compensation, performance appraisals and laws that constrain these practices. ➢ Students will come to understand how these practices can be successfully developed and implemented in the context of today’s environment. ➢ Students will develop an understanding of HR importance to an organization and learn about the manager’s role in the HR process Course Requirements: 1. Please come to class prepared to discuss the chapter readings and present a thorough written brief on the assigned cases. Each case must be at least 1 full page in length (12“font). Case studies must be submitted at the beginning of each class. E-mail copies will not be accepted. These cases will be checked for content, grammar, use of examples and must answer the questions associated with each case. Strong emphasis in grading will be placed on individuality and originality. Questions concerning these papers may be presented to the instructor at any time. 2. Final Exam: Students are expected to choose a topic from the fourteen (14) that are listed in the syllabus. Each paper should be at least 10 pages in length and should follow the APA Style of writing (please see the attached examples). To avoid plagiarism, all papers should include in-text citations as well as a reference page. There are no limits to the number of citations used. Students must prepare a PowerPoint for the final presentation...
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...danderson@bentley.edu Office Phone: 781 891 2238 Class Times: Section 100: Monday, 7:30 - 9:50 pm Office Hours: For quick/easy questions, send me an email. For tough questions, career advice and other matters, face to face is better, and I’m happy to meet with you by appointment. Description: GS601 provides an enterprise-wide perspective on the management of information technologies (IT), software applications and the operational processes they support, and the data and knowledge that inform business processes and decisions. The course focuses on how IT professionals and non-technical managers work together to ensure that applications and data are aligned with organizational strategy and business processes. The cases and readings examine how companies in various industries use IT to serve customers well, manage operations efficiently, coordinate with business partners, and make better business decisions. A key theme -- IT as a double-edged sword -- reflects a central challenge: how to maximize the strategic benefits of investments in hardware and software, while minimizing accompanying technical and business risks. The course places equal weight on technical and managerial skills. Our primary objective is to help students prepare to be effective contributors to IT initiatives in partnership with IT professionals, including external service providers here and abroad. Course Learning Objectives: · Understand how information systems – comprised of...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
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...policy. 2) Employee conditions: a. Lack of motivation b. Compensate for low wages by over indulgence of free food allowance c. High turnover rate due to availability of high application rates. d. Employees are mostly college and high school students e. Lack of respect for managers. f. No incentive to increase motivation. In the case study Perfect Pizzeria, the area supervisor has many problems that need his attention. The largest appears to be the organization. In this case study I will assume that the area supervisor has the authority to affect change within his organization (i.e. he is the franchise owner). Being in an area with few job opportunities should give him the perfect opportunity to recruit bright, ambitious, and motivated people to staff his pizzerias. How can the area supervisor change his organization to achieve a more fluid corporate culture? I think this change can be achieved by human resource changes, structure changes, motivational changes, and reward for good performance as well as accountability for poor performance. Each one of these areas will require a change from the corporate level. For the sake of my case study I am going to assume that the area supervisor (franchise owner) can lobby to achieve this change within the organization. The first area to look...
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...letters in industry or for a class, knowing your purpose and audience will help determine what information to include. Generally, business letters follow a particular format, although your instructor or company may require you to use alternative formats. This guide provides writers with an introduction to writing business letters. Case Studies: This guide examines case studies, a form of qualitative descriptive research that is used to look at individuals, a small group of participants, or a group as a whole. Researchers collect data about participants using participant and direct observations, interviews, protocols, tests, examinations of records, and collections of writing samples. Starting with a definition of the case study, the guide moves to a brief history of this research method. Using several well documented case studies, the guide then looks at applications and methods including data collection and analysis. A discussion of ways to handle validity, reliability, and generalizability follows, with special attention to case studies as they are applied to composition studies. Finally, this guide examines the strengths and weaknesses of case studies. Desktop Publishing: Desktop publishing is the process of laying out and designing pages with your desktop computer. With software programs such as PageMaker and Quark Xpress, you can assemble anything from a one-page document to a...
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...Brussels and Bradshaw In response to the case study, Brussels and Bradshaw is a well-established financial institution that offers their clients competitive and innovative solutions for their community and work environments. The banking institution offers a summer internship to bright and driven individuals. The internship includes 14 weeks of very intense training and long hours. Interns are paid $20,000 for the contract. During the screening process, out of all the possible candidates Audrey Locke was selected. Audrey has some experience as an assistant, assurance analyst and financial planning analyst. Brussels and Bradshaw is operating in more than 25 countries globally; this case study takes place in Toronto. Many behavioral issues in the Brussels and Bradshaw institution are unprofessional and stressful. Job stress is defined as feeling one’s capabilities, resources, or needs that do not match the demands or requirements of the job (Hitt, Miller, & Colella, 2011 p. 249). Working 70 and 80 hours per week or possibly 120 hours will put a major burden on anyone, especially someone new to the working environment. Audrey is excited with her internship and very eager to learn. She is assigned a mentor and buddy by the business development manager, Kelly Richards. Kelly has 10 years of experience. Although associates consider her human resources, Kelly’s job is strictly administrative. Audrey is never introduced to her mentor and her buddy, Christine Page is very...
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