...the character of our company. They guide how we behave and make decisions. Accenture will not tolerate retaliation against any employee who raises an issue or uses its Business Ethics Line (or any other appropriate channel) to report an ethical or legal concern. Employees who come forward with concerns play an important role in maintaining our ethical workplace and high-performance business. Contents Page 3 Page 6 Page 8 Page 11 Page 14 Page 17 Page 20 Page 25 Page 28 Page 29 Page 30 Page 31 How to Use the Code of Business Ethics: Our Core Values in Action Our Code at a Glance Client Value Creation One Global Network Respect for the Individual Best People Integrity Stewardship The Five Cs A Model for Making Ethical Decisions Responsibilities Index of Key Terms Visit the Accenture Business Ethics Line Visit the Code of Business Ethics website 2 | Accenture Code of Business Ethics How to Use the Code of Business Ethics: Our Core Values in Action Our Code is built on a foundation of our core values, illuminated by "action statements." Action statements describe the behaviors we seek and “key ideas” provide concise examples of how these action statements apply to everyday work at Accenture. Our Code also includes guidance from leadership, our Ethical Fitness® Decision-making Model, the Five Cs, an explanation of responsibilities and an index of key terms. Within the Code, the * action statements comprise our Standards of Business Conduct. Employees who violate our Standards...
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...experience in project management. He has worked with Fortune 500 companies including Microsoft, Accenture, Motorola, Hughes Electronics, AT&T, and Northrop Grumman, and successfully managed projects ranging from installation of complex information technology systems to small process improvements. He is currently CEO of Banzai Sushi in Seattle. Lonnie is the author of The Project Management Advisor: 18 Major Project Screw-ups and How to Cut Them Off at the Pass (Prentice Hall, 2004), The Truth About Getting Your Point Across (Prentice Hall, 2006), and Leadership Made Simple (Amazon.com, 2006). Work Essentials recently talked with Lonnie about how to introduce a change management methodology to a project team. Work Essentials: I know you are a successful author of project management books, but I’d like to start by asking you about your background as a project manager. Where does your expertise come from? Lonnie Pacelli: I have over 20 years of experience, which I gained while managing projects at both Accenture and Microsoft. At Accenture, I worked in most project team roles and for a wide range of clients. Accenture did a great job of teaching me the rudiments of project management and developing great structured habits. I then worked at Microsoft as a program manager, project sponsor, and stakeholder. My experience at Microsoft enabled me to apply what I learned at Accenture to a wide range of projects. Work Essentials: I love your book titles. They speak volumes...
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...BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth and high performance. Are marketers ready to step up? Accenture believes so—if they are prepared...
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...Hewlett-Packard: Sustainability as a Competitive Advantage By Eric M. Lowitt and Jim Grimsley May 2009 Case Study Hewlett-Packard: Sustainability as a Competitive Advantage Having worked with thousands of corporate and government clients around the world, Accenture has long understood the special characteristics that enable organizations to outperform their peers—to become high-performance businesses. High-performance businesses are those that: • effectively balance current needs and future opportunities, • consistently outperform peers in revenue growth, profitability and total return to shareholders, • sustain their superiority across time, business cycles, industry disruptions and changes in leadership. In this case study, we investigate how a genuine commitment to sustainability— defined as environmental and social responsibility—is helping HP to grow its leadership in key markets. We look at how HP translates its green credentials into profitable new businesses and better-performing existing ones, all while advancing its long-term position as a model corporate citizen in the global arena. Transforming a good-citizenship heritage into contemporary sustainability credibility For HP, building a global sustainability program—one that is held to the same rigorous standards of accountability and profitability as its other business initiatives—is an ambitious and ongoing challenge. With little precedent in the IT sector and virtually none in organizations of HP’s size...
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...SAMPLE growth process toolkit Distribution Channel Optimization Accelerating Growth through Unbiased and Ongoing Partner Evaluation, Selection, and Management SAMPLE INTRODUCTION Growth through Distribution Channel Optimization A recent study determined that high-performance businesses (i.e., the 10 percent that outpace competitors regardless of economic conditions) “excel in the development of meaningful customer insights and practical ways to put those insights into action.” 1 They understand what their customers want, and they know how to deliver solutions that customers will buy. An unwritten, but nonetheless significant, extension of this idea is that they not only know what customers will buy, but where and how they want to buy. In short, no company is successful for its insights alone. Success ultimately depends upon the effectiveness and reach of its go-to-market strategy. Distribution channel optimization is therefore a critical ingredient to sustaining growth through a rigorous customer focus. ∗ D D F F At their most basic level, distribution partners enable suppliers to deliver goods or services to end users, and distributors’ reach significantly influences the extent to which suppliers can engage with customers. On a more meaningful level, distribution partners provide customer service in areas where suppliers cannot or do not (e.g., financing, insurance, training, maintenance, repairs). Taken together, the two deliver an enhanced customer experience...
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...Mergers and Acquisitions Introduction Mergers and Acquisitions, and the decrease in activity around this area, is a topic acutely relevant to management consultants and the overall business environment. The number of notifications to the Competition Authority was down thirty per cent in 2009 according to law firm McCann Fitzgerald (Maeve Dineen, Irish Independent, 2010). The facts also show that there was a decrease in the number of transactions in the second quarter of 2010, down to fifty-two to sixty-two, a drop of more than sixteen per cent (www.iicm.ie). A similar trend has continued in subsequent years. This movement is relevant to management consultants as organisations utilise management consultants to assist and advise before, during and after the process: “to draw on their unbiased analysis; to benchmark organisational processes against a range of best practices; to gain perspective and see the ‘big’ picture; and to provide training and related implementation support” (Buono, 2005, pp. 229). Many companies at the present time may be worried or reluctant to begin pursuing such a strategy. However, the use of and experienced and dedicated management consultant can be the difference between expanding their firm and stagnating. These demonstrate the importance of management consultants in the merger and acquisition process and why they are crucial elements for many organisations who elect to pursue such strategies. One recent news story whose management may benefit from...
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...Careers in Management Consulting WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we...
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...Communications of the Association for Information Systems (Volume 15, 2004)713-729 713 INTRODUCING e-GOV: HISTORY, DEFINITIONS, AND ISSUES Åke Grönlund Örebro University, ake.gronlund@esi.oru.se Thomas A. Horan Claremont Graduate University, ABSTRACT The e-Gov field (also called Electronic Government, Digital Government, Electronic Governance, and similar names) emerged in the late 1990´s. Since then it spurred several scientific conferences and journals. Because the field grew considerably in size, both its contents and position with respect to other research fields and disciplines need to be explained and discussed. What is e-Gov? What is e-Gov research? What does it mean for the field of Information Systems? This paper briefly sketches the short eGov history and current status, and discusses the content of the field as it appears in current research. We conclude with a discussion of e-Gov as a research field of interest both as a new application area for IS theories and methods and as a source of new insight. Keywords: electronic government, governance I. INTRODUCTION The e-Gov (Electronic Government or Electronic Governance) field1 emerged in the late 1990´s as a context within which to share experiences among practitioners. Over the past few years eGov gave rise to several conferences with more and more scientific content. Some specialized journals now appear. Because the field grew to considerable size, both its contents and position with respect to other research fields...
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...business goals…… and customer needs.” Social CRM should be phased in and not just jumped into lightly. 10 steps for creating a social networking business strategy: Create a mission statement, assign owners, outline employee policies, identify existing communities, create a marketing plan, develop individual channel strategies, develop community strategies and programs, develop your platform strategy, create a social business dashboard and publish an action plan. Brandel, M. (2010, July 12). Are You Listening? Computerworld, pp. 12-15. Mary Brandel is a contributing writer for Computerworld. Now that consumers are sharing their experiences through Twitter, Facebook, YouTube and other outlets at the speed of thought it is quickly becoming an essential piece of any company’s risk management and customer engagement management. IT departments and CIOs should get involved to help combine social media analysis with data from other business silos to gain new knowledge about customers. Companies must figure out how to respond to social network chatter quickly and efficiently; Domino’s Pizza and Motrin waited more than 24 hours to respond to internet chatter and complaints went main stream. “Tweets become blog posts, YouTube videos or articles overnight” Not being socially engaged can lead to huge problems for a company. Comcast, Zappos, Microsoft and Southwest social CRM success stories. The five fundamental...
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...CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance. LO1-3 Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy. LO1-4 Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. LO1-5 Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). LO1-6 Discuss the principal challenges managers face in today’s increasingly competitive global environment. Management part 1 A MANAGER’S CHALLENGE Steve Jobs has Changed His Approach to Management What is high-performance management? In 1976 Steven P. Jobs sold his Volkswagen van, and his partner Steven Wozniak sold his two programmable calculators, and they used the proceeds of $1,350 to build a circuit board in Jobs’s garage. So popular was the circuit board, which...
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...CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance. LO1-3 Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy. LO1-4 Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. LO1-5 Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). LO1-6 Discuss the principal challenges managers face in today’s increasingly competitive global environment. Management part 1 A MANAGER’S CHALLENGE Steve Jobs has Changed His Approach to Management What is high-performance management? In 1976 Steven P. Jobs sold his Volkswagen van, and his partner Steven Wozniak sold his two programmable calculators, and they used the proceeds of $1,350 to build a circuit board in Jobs’s garage. So popular was the circuit board, which...
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...CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance. LO1-3 Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy. LO1-4 Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. LO1-5 Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). LO1-6 Discuss the principal challenges managers face in today’s increasingly competitive global environment. Management part 1 A MANAGER’S CHALLENGE Steve Jobs has Changed His Approach to Management What is high-performance management? In 1976 Steven P. Jobs sold his Volkswagen van, and his partner Steven Wozniak sold his two programmable calculators, and they used the proceeds of $1,350 to build a circuit board in Jobs’s garage. So popular was the circuit board, which...
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...The Bath MSc MSc in Accounting and Finance, MSc in Finance, MSc in Finance with Banking, MSc in Finance with Risk Management MSc in Advanced Management Practice MSc in Human Resource Management and Consulting MSc in Innovation and Technology Management MSc in International Management MSc in Management MSc in Marketing MSc in Sustainability and Management Hugh Ayling MSc in Marketing graduate now at L’Oréal Contents 01 Welcome to the Bath Advantage 02 Why choose Bath? 03 Enhancing your career prospects 04 What else can I expect? 05 The Bath Management Alumni Community that’s right for you 06 Choosing the programme 08 MSc in Accounting and Finance, MSc in Finance, MSc in Finance with Banking, MSc in Finance with Risk Management Management Practice Management and Consulting 12 MSc in Advanced 20 MSc in Human Resource 24 MSc in Innovation and 30 MSc in International Technology Management Management 34 MSc in Management 38 MSc in Marketing 44 MSc in Sustainability and Management 48 Life on campus 49 Accommodation and living costs 51 Life in Bath 52 How to apply 53 How to find us Contact us (back cover) www.bath.ac.uk/management University of Bath School of Management 01 Welcome to the Bath Advantage. Research intensive and practice driven, we are consistently rated as one of the best-performing business schools in the UK. To equip students with the best possible opportunities, our academics conduct world-class...
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...Table of Contents WHAT IS CONSULTING? .................................................................................. 4 CONSULTING TRENDS AT FUQUA .................................................................................. 4 WHAT DO CONSULTANTS DELIVER? ............................................................................. 4 CHOOSING THE CONSULTING INDUSTRY AND A ROLE WITHIN IT ................ 5 WHY CONSULTING – PROS & CONS ............................................................................. 6 GAUGING THE CULTURE OF CONSULTING FIRMS........................................... 7 THE ROLE OF GEOGRAPHY .............................................................................. 8 THE MBA SUMMER INTERNSHIP EXPERIENCE................................................ 9 SOME AREAS ON WHICH TO FOCUS DURING THE INTERNSHIP ................... 10 TIME MANAGEMENT ............................................................................................... 10 ASSESSING THE FIT ............................................................................................... 10 MENTORING ........................................................................................................ 10 CLIENT FOCUS ..................................................................................................... 10 DEFINING THE INDUSTRY............................................................................. 10 THE NATURE OF THE WORK ...................................
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...ANALYSIS OF SUPPLY CHAIN RISK MANAGEMENT IN THE GHANAIAN MANUFACTURING INDUSTRY: A CASE STUDY OF KAMA PHARMACEUTICAL MANUFACTURING COMPANY INTRODUCTION 1.0 Background of the Study According to Hendricks and Singhal (2005), there is increased awareness and recognition among managers, consultants and academicians that supply chain performance is increasingly important to business success. In other words, supply chain plays an important strategic role in the world economy and that firms are more dependent upon their supply chains networks in order to deliver value. Regrettably, there is also a point of vulnerability in the world economy which are subject to disruptions with significant consequences especially when the disruption comes suddenly, without warning, and with devastation. Handfield (2007) posit that the total set of risks to an organization is much broader. It includes hazard risk and operational risk. Hazard risks refer to weather disasters, equipment shutdown, or product liability, while operational risks include major disruptions such as theft, late supplier deliveries, and IT systems shutdowns and so on. For the purpose of this study, focus shall be placed on operational risk with specific focus on supply chain risk. Generally, supply chain operation is fundamental to the success of any organization. It is critical to a company’s ability to manage global operations, supply and demand volatility, the accelerated pace of new product and services introductions...
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