A Business Report On Accenture on

Contents 1. Company Overview 1.1 Emergence of Accenture 1.2 Accenture operations 1.3 Accentures Vision, mission and Core Values 2. Accentures Organization Structure 2.1 Functional Division 2.1.1 Consulting 2.1.2 Technology, IT Strategy and Transformation 2.1.3 Outsourcing 2.2 Matrix Structure 2.3 Hierarchical structure 2.4 Integrating Mechanism

Submitted By: Suresh Kumar Swetha Simahadri Tanushree Pathak Tarun Aditya Ujjwal Kumar Kejriwal Utkarsh Yadav [204] [207] [208] [209] [211] [212]

3. Analysis of 5 Organizational Structure Articles 4. Accentures Leadership 4.1 The Accenture leadership statement 4.2 Accenture Leadership model 5. Analysis of 5 Articles on Leadership 6. Conclusion 7. Log of Visit 8. References, Journals and Websites

1. Company Overview
Accenture is a global management consulting, technology consulting and technology outsourcing company. Incorporated in Bermuda, since 1 September 2009 the company has been incorporated in Ireland with its global headquarters located in Chicago. It is said to be the largest consulting firm in the world, as well as being a global player within the technology consulting industry. Accenture is a Fortune Global 500 company. As of 2010, the company has over 190,000 employees in 200 locations in over 120 countries. Accenture's current clients include 96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500. 1.1 Emergence of Accenture Initially called Andersen Consulting, Accenture was formally established in 1989 when a group of partners from the Consulting division of the various Arthur Andersen firms around the world formed a new organization focused on consulting and technology services related to managing large-scale systems integration and enhancing business processes. On Jan. 1, 2001, the company changed its name to Accenture (from Andersen Consulting) as the result of an arbitrators decision in August 2000 that severed the contractual ties between Accenture and Andersen Worldwide Society Cooperative (AWSC).The word "Accenture" is supposedly derived from "Accent on the future". Accenture felt that the name should represent its will to be a global consulting leader and high performer, and also intended that the name should not be offensive in any country in which Accenture operates. The corporate descriptor for Accenture is "High performance. Delivered which replaced the previous slogan "Innovation. Delivered in 2004.

1.2 Accenture operations

Accenture's clients span the full range of industries around the world and include 96 of the Fortune Global 100 and three-quarters of the Fortune Global 500.Accenture delivers its services and solutions through 18 focused industry groups in five operating groups. This industry focus provides Accentures professionals with a thorough understanding of industry evolution, business issues and applicable technologies, enabling Accenture to deliver solutions tailored to each client's industry.

Operating Groups and Industry Groups Communications & High Tech Industry Groups Communications Electronics & High Tech Media & Entertainment Financial Services Industry Groups Banking Capital Markets Insurance Health & Products Public Service Industry Groups Health Public Service Industry Groups Air Freight & Travel Services Automotive Consumer Goods & Service Industrial Equipment Infrastructure &Transportation Services Life Sciences Resources

Industry Groups Chemicals Energy Natural Resources Utilities

1.3 Accentures Vision, mission and Core Values

Vision To become one of the worlds leading companies, bringing innovations to improves the way the world works and lives. Mission Help our clients become high-performance businesses and governments. Code of Business Ethics Reinforces our core values and drives our culture of compliance, ethical decision making and accountability. Core Values Shape the culture and define the character of our company. They guide how we behave and make decisions. Stewardship: To fulfill our obligation of building a better, stronger and more durable company for future generations, protecting the Accenture brand, meeting our commitments to stakeholders, acting with an owner mentality, developing our people and helping improve communities and the global environment. Best People: Attracting, developing and retaining the best talent for our business, challenging our people, demonstrating a can-do attitude and fostering a collaborative and mutually supportive environment. Client Value Creation: Enabling clients to become high-performance businesses and creating long-term relationships by being responsive and relevant and by consistently delivering value. One Global Network: Leveraging the power of global insight, relationships, collaboration and learning to deliver exceptional service to clients wherever they do business. Respect for the Individual: Valuing diversity and unique contributions, fostering a trusting, open and inclusive environment and treating each person in a manner that reflects Accentures values. Integrity: Being ethically unyielding and honest and inspiring trust by saying what we mean, matching our behaviors to our wards and taking responsibility for our actions.

2. Accentures Organization Structure

Accenture occasionally fine-tune its subunits and reporting structure, in response to market demands and/or emerging technologies, but not even after going public in July of 2001, has it significantly changed the company-wide organization for a considerable period of time. The stability of this foundation has freed Accentures resources to stay focused on executing core business in the competitive market of Information Technology consulting.

2.1 Functional Division

Organization is broadly split into four business areas: Consulting, Technology, Outsourcing and Corporate Functions. People working in each of these business areas fall into the corresponding workforce, respectively named Consulting, Solutions, Services and Enterprise. Each of the workforces provides the framework in which careers can develop: a unique mix of work experiences and environment, training opportunities and a structure for career progression.

2.1.1 Consulting
Change Management: Improve your organization's ability to adapt to continuous change and new challenges. Corporate Strategy: Identify strategic opportunities, and envision, design and execute strategies that unlock new sources of value. Customer Relationship Management: Improve specific capabilities or transform your marketing, sales and service capabilities end-to-end.

 Enterprise Performance Management: Refine and optimize our clients' abilities to organize and analyze financial, operational and external information to create substantial shareholder value. Finance Management: Identify critical issues in financial management, set a strategic direction, and deliver complex change successfully. Human Resources Management: Accenture is helping companies substantially increase productivity, market share and shareholder value by providing innovative approaches to employee development and human resource management. Service Management: Reinforce total customer satisfaction and build ongoing customer loyalty to improve the performance of your aftermarket business. Supply Chain Management: Build effective supply chains to raise the bar on customer service, align enterprises and open new channels.

2.1.2 Technology, IT Strategy and Transformation

Optimize investments, transform capabilities and achieve greater business value from IT. Services Accenture delivers to help companies use technology to move to a higher level of performance are: Enterprise Integration: Helping clients use new technologies and standards to connect and streamline business processes. Enterprise Solutions: Implementing software applications (Oracle Solutions, PeopleSoft Solutions, SAP Solutions) that allow people to access and manage real-time information and transaction processes across an organization. Information Management: Focuses on integrating and managing all the diverse information assets necessary to plan and run a high-performance organization. Infrastructure Solutions: Assists clients with infrastructure transformation, data center, networking, predictive operations, end-user computing and security solutions. IT Strategy and Transformation: Helps clients optimize investments, transform capabilities and achieve greater business value from IT. Microsoft Solutions: This line works with alliance partners Avanade and Microsoft to develop and deliver solutions based on Microsoft Windows Server 2003 and other Dot NET technologies. Mobile Technology Solutions: Delivers mobile technology-based business applications such as online trading and wealth management, mobile supply chain management, telemetric, field force enablement and customer relationship management. Radio Frequency Identification: Helps client use tagging, tracking and sensing technologies to make ordinary objects intelligent and interactive. SAP Solutions: This service line has 17,000 consultants who provide consulting, technology and outsourcing services to clients. Service-Oriented Architecture: Helps clients design and build flexible IT solutions

2.1.3 Outsourcing
Accenture serves the marketplace by providing a wide range of services for virtually every type of business or government need: Application Outsourcing Infrastructure Outsourcing Business Process Outsourcing Delivery and Operational Excellence

2.2 Matrix Structure

Accentures organization has evolved into a complicated matrix structure. This organizational method is common in the consulting world and has the following characteristics: each worker is assigned to two bosses in two different hierarchies. The first hierarchy is the executive aspect and is there to get projects completed using the resources that the company has. This is the top most level at Accenture, and is the

aspect that did slightly change when Accenture became public in 2001 (partners became executives). The second kind of hierarchy in the matrix structure is the functional aspect and is to assure that every person in the organization is well-trained in an industry and is also measured by a boss who is the top-expert in the same field. At Accenture this functional aspect is also a matrix and is made up of five industry-based operating groups and three capability groups. The five operating groups are: Communications & High Tech, Financial Services, Health and public service, Products, and Resources each with their own subgroups. The three capability groups are Business Consulting, Technology & Outsourcing, and Business Process Outsourcing. This matrix of operating groups is shown below:

Operating Groups and Industry Groups Communications & High Tech Financial Services Health & Public Service Industry Groups Health Public Service Products Resources

Industry Groups Communications Electronics & High Tech Media & Entertainment

Industry Groups Banking Capital Markets Insurance

Industry Groups Air Freight & Travel Services Automotive Consumer Goods & Service Industrial Equipment Infrastructure &Transportation Services Life Sciences

Industry Groups Chemicals Energy Natural Resources Utilities

Business Consulting Technology and Outsourcing Business Process outsourcing

The highly intelligent and complex nature of the functional organization of Accenture has been one of its greatest strengths when it comes to implementing core business. Because of the nature and scope of work, Accentures Organization is not shaped like a traditional consulting firm. Instead, they operate as a network of complementary businesses that work together in different ways to help our clients achieve high performance. This means that employees career could take him/her in a number of very different directions, depending on the skills or experience you have and how you want to develop.

2.3 Hierarchical structure

Accenture has a relatively flat organizational structure. In Accenture Chairman and CEO is at the top of the hierarchy. He will decide the goals and mission for the company and communicate the same to all employees. Group chief executives are there for each and every division based on Technology, Finance, Markets, etc. They will be reporting to CEO directly. In the third and below levels they will have significant in depth knowledge of the industry and will work in specific micro level environments and work towards the goal. Due to flat hierarchy decision making will be swift and agile. There will a greater degree of autonomy and decision making power. Below is the organizational structure of Accenture.

1st level

William Green Chairman and CEO

Lori Lovelace Executive director of CEO

Diego Visconti International Chairman

Martin Cole GCE Comm & High tech

Pierre Nanterme GCE Financial Service

2nd level

Karl Hennz Chief Strategy Officer

Mark Foster GCE Mgmt. Consultants

Sandar GCE -Resources

Gisn Franc GCE - Products

Jill Smart Chief HRO

Kevin Campbell GCE technology

Pamela Craig CFO

Robert Frerichs CRO

David Thomlinson Geographic Strategic officer

Roxanne Taylor Chief Marketing officer

3rd level

Don Rippert CTO

David Rowland Sr. VP Finance

...

2.4 Integrating Mechanism

Accenture has worldwide foot print in 200 locations over 120 countries with more than 190,000 employees. It is herculean task to integrate all the employees over different geographies for a common goal Chain of command: Accentures organization has evolved into a complicated matrix structure. This organizational method is common in the consulting. Each worker is assigned to two bosses in two different hierarchies. 1. Executive aspect: In executive aspect each and every employee will take the ownership of the task given and report to the person concerned. 2. Functional aspect: In functional aspect, the employee will look into the details of technical and functional aspects to the minutest details and deliver the quality result. Authority: In Accenture there is a greater degree of autonomy to take decision and implement. Consulting services need to mould themselves according to the ever changing needs of markets, so greater degree of autonomy helps in making the timely decisions in the right way. Accenture leadership statement says and follows Business results are essential but not sufficient to be a successful Accenture leader. At Accenture, we are committed to developing strong leaders at all levels of our company.The style of authority is closer to participative leadership, where in the level of delegation, participation, decision making and employee orientation are high. There is a great concern for every employee and Accenture wants every employee to be a leader and helps them in grooming according to their choice of career in Consulting, Technology, Outsourcing and Corporate Functions. Unity of Command: Success mantra of Accenture is High Performance. Delivered. All the employees will work for the same goal and there is unity of command in enabling clients to become high-performance businesses and creating long-term relationships by being responsive and relevant and by consistently delivering value.

Span of control: As the Accenture is relatively flat structure the span of control will be less with greater degree of command in decision making. All the departments will work in synergy to collaborate and work towards the common goal. There by reducing risk, reusing the common resources.

3. Analysis of 5 Organizational Structure Articles

3.1 Global Organization Structural Design: Speculation and a Call for Action
Reference: Head, Thomas; Yaeger, Theresa; Sorensen, Peter. Organization Development Journal, Summer2010, Vol. 28 Issue 2, p41-48, 8p Objective: To emphasize the importance of organizational structure to an organization and the impact of cultural values while going on the lines of internationalization. Variables: Culture, Vertical Complexity, Decision Making Locus, Specialization, Formalization and Standardization Summary: According to Hill (2003), whenever an organization tends to go for internationalization, there can be two possible directions- Those pursuing a global strategy will tend to go for centralization in decision making and those going for multi-domestic strategy will tend to go for decentralization strategy. However, transnational strategy requires a matrix structure i.e. divisions by product as well as geography. Hofstede (1980) empirically established that nations vary on four specific sets of cultural values that play a major impact upon management practices- masculine/feminine culture, individualistic or collective value, power distance and uncertainty avoidance. Culture affects the following parameters of organization structure: Vertical complexity- Vertical complexity is the relative number of managerial levels found in the organizational chart, or quite literally the number of layers between the lowest level and the highest level (CEO). Decision Making Locus- Decision Making can be centralized or decentralized. Centralized decision making is where all the organizations decisions are made by top management. In conditions of decentralization, decision making is spread throughout the organization. Specialization- Specialization refers to how the jobs are created. Organizations that divide the tasks into small components and assigns each component to a different individual is said to have a high degree of specialization. The polar opposite of specialization is generalization. Formalization- An organization that is high in formalization stresses rules and regulations, there are policies for everything. In addition, strict compliance to these rules is mandatory. In addition, everything that occurs is to be recorded in one format or another. Standardization- Standardization refers the degree to which an organization requires all those in the same job to perform it in exactly the same manner.

Masculine

Feminine

Individualistic Collective

High Power Distance High Centralized

Low Power Distance Low Decentralized

Vertical High Low Complexity Decision Centralized Decentralized Making Locus Specialization Formalization Standardization -

High

Low

High Uncertainity Avoidance High -

Low uncertainity avoidance Low -

Centralized Decentralized

High High High

Low Low Low

High High High

Low Low Low

Conclusion: No doubt, the environmental uncertainty, technology, strategy, size and growth are important factors while deciding the organizational design, but these parameters are not sufficient for a global strategy. National culture is the primary driving force when we are talking about the global operations. Hence, for

organization development to be truly successful in advising clients operating in the global arena, it must first recognize the importance of examining structural design issues and the effect of nation's culture on the same.

3.2 Consulting Industry Structure and Changes Review in Recession

Reference: Downsizing in the consulting industry Dean McMann; Mark W Hordes Consulting to Management; Sep 2000; 11, 2; ABI/INFORM Global pg. 51 Variable: Downsizing A survey was conducted by Ranford for 300 consulting firms in recession to collect data about 300 consulting firms; first table is prepared according to the size of the firms.
Firms Considering Downsizing A portion of the staff Exploring non traditional methods Redeploying to other service lines Experiencing a slowdown in SAP and ERP Large Firms (n=10) 20% 10% 50% 70% 90% Mid Tier (n=40) 27% 16% 46% 25% 50% Small and Boutique (n=250) 39% 24% 42% 5% 18%

Alternatives to Downsizing: a) Investigate the Options: In a survey conducted for the various consulting firms, they were asked to rate the below parameters as the alternatives to downsizing. Results were as follows:
Freezing Hiring 85.5% Restrict Overtime 62% Retain and Redeploy staff 90% PartTime 5% Job Sharing 20% Independent contractor pool 42.5%

b) Communicate the business case for downsizing and prepare a vision for the future: An exact report for downsizing should be prepared with the financials mentioned and ensuring that morale of survivors in not down and key employees are not lost. c) Involving Consultants in human asset programs: Seeking help from consultants and involving employees in seeing the real crisis the organization is facing and formulating a structure for:
Transition Process Maximize Deployment Resource Feedback to partner leadership ,morale and communication issues

d) Organization Dimensions changes (Prevention):

S.No. 1 2 3 4 5 6 Current Organizational Dimensions Organizational Mechanics Depth of Organizational structure Decision making philosophy Business skills and knowledge Career Progression Culture and Behaviour Future Alignment Options Function to process orientation Hierarchy to more networked Individual to team based Transition from balanced to leveraged Progressive to adaptive to multitasking Aligned with strategy and reinforced

3.3 Organizational Structure HR Perspective of Consulting Firms

Reference: Patterns of human resource management in consulting firms Ansgar Richter, European Business School, Wiesbaden, Germany Michael Dickmann, Cranfield University, Cranfield, UK, and Michael Graubner, European Business School, Wiesbaden, Germany Objective The purpose of this article is to analyze the human resource management (HRM) policies and practices in consulting firms. Two Approaches used: Two organizational archetypes of professional partnerships (P2) Manage professional businesses (MPB) found in the professional services sector. Design/methodology/approach Interviews from Experienced consultants from a sample of 28 large and medium-sized consulting firms with a presence in Germany and Switzerland. A total of five criteria as indicators for these three dimensions Principles underlying the governance of the firms concerned Their consulting approaches and their client focus (as indicators of the interpretive schemes of the firms concerned) The extent to which decision-making processes were shared collectively or centered around one person or a small and confined group of individuals as an indicator of the systems Leverage ratio (i.e. the ratio between junior to senior consultants; see Greenwood et al., 2005; Maister, 1993) as an indicator of their organizational structures. We classified a firm as a P2- or an MPB-type organization if at least three of these five criteria indicated that the firm belonged to the category concerned
Classification criteria Governance principles Consulting approach P2 MPB 6 5 7

Client focus

Decision making

Leverage ratio

INTERPRETATIVE SCHEME Partnership 15 Non-partnership 2 Consulting services related 0 to a particular product Consulting services not 17 related to a particular product Preparedness to shift project 16 focus in response to client needs Limited Preparedness 1 SYSTEMS Collective (e.g. in the 14 partnership group) Focused on an individual or 3 a small, confined group ORGANISATIONAL STRUCTURE Low <= 13 2 2 17

6 5 6

6 5 0 11

High => Unclear/varies Overall classification: firms that fulfill at least three of the five criteria

Findings The findings in the paper show that P2-type consulting firms take fundamentally different approaches to HRM from MPB-type firms.

In P2-type consulting firms: 1) HRM is an integral part of the organizational system and is run in practice by consultants, rather than by specialized HR staff. 2) Emphasis on the notion of membership of individuals in an organization tied together by extended socialization processes and adherence to common values. In contrast, MPB-type firms exhibit HRM systems with corporate features widely used in other large-scale service organizations. Research limitations/implications This article shows that organizational archetypes are prevalent in professional service firms have significant implications for their HRM systems. Consulting firms HRM practices and policies should be interpreted in the light of their respective organizational archetype. Practical implications The article concludes that consulting firms should use HRM practices that fit the organizational archetype they embody.

3.4 Organizational design approaches in management consulting

Reference: Klaasjan Visscher and J. Irene. A. Visscher-Voerman University of Twente, Enschede, the Netherlands Objective The purpose of this article is to map the variety in organizational design approaches, to clarify their differences, and to find out what constitutes good designing in consulting. Design/methodology/approach A series of in-depth interviews with experienced, high-reputation consultants is used to reconstruct organizational design practice. Three different perspectives on the process of designing have been developed: Rational perspective Dialogical perspective Pragmatic perspective Data Analysis: The interviews were taped and transcribed. As a first step in the analysis, reports were created containing an extensive summary of the discussed project and approach

Findings The article presents a typology with three organizational design approaches, stemming from different theoretical traditions. Its three approaches comprise both traditional design activities analysis, design, implementation, and evaluation experimental activities, and political activities, but that the emphasis, elaboration, rationale and order of these activities are very different for each approach

Research limitations/implications The study provides a framework for further research on the contextualization of design processes, investigating which design approaches work under which conditions. Practical implications Practitioners can use the results of this study to clarify, improve and enrich their own approach of organizational designing. Originality/value Management literature contains many models of organization design processes, but empirical studies of these processes are rare, and not yet existing in the context of management consulting. The paper fills some of the gaps.

3.5 Innovation and firm size: an empirical study for engineering consulting companies
Reference: Innovation and firm size: an empirical study for engineering consulting companies Daniel Arias-Aranda Beatriz Minguela-Rata and Antonio Rodrguez-Duarte Purpose: In this article, we define the innovation concept in order to review the state of the art regarding the relationship between degree of innovation and firm size. Afterwards, we state the Central hypothesis according to which there is a strong positive relationship between firm size and degree of innovation that is applicable to service industries. Finally, we broach the empirical analysis on a sample of engineering consulting firms in order to arrive to the final conclusions. Design: According to this background, we can conclude that the three most reliable empirical frameworks relating innovation and firm size are the following: a) R&D activity increases usually in a proportional way with firm size. b) Innovations tend to increase less than proportionally with firm size. c) R&D productivity tends to decrease with firm size.

Therefore, in this study we intend to analyze the relationship between firm size and degree of innovation for service organizations. Sample description for this study used a final sample of 71 firms over and 127 questionnaires sent. Such relationship is established in the following hypothesis: H1. Firm size influences firm's degree of innovation positively in service organizations. H1a. Firm size, measured through turnover influences service degree of innovation positively. H1b. Firm size, measure through workforce influences service degree of innovation positively. A global indicator was developed to measure innovation trends, taking into account that the indicator's rank should be limited to values from 1 to 5. So, it was designed as follows:

Where: Ebn the indicator. Ain the score obtained in question i of block n in the questionnaire. Rank [a,b] represents questions scoring towards one of the trends in each block. Findings:

Results:

Conclusion: Innovation patterns for service industries confirm the common trend according to which, degree of innovation is positively associated to firm size, and some control variables support and even modulate such relationship.

3.6 Summary and Analysis of Organization Structure of the consulting industry vis-vis Accenture
We started with the discussing and analyzing the organization structure of consulting industry. Accentures Organization structure is positively aligned to that of the industry. On comparing the downsizing trend that the industry had taken, with Accenture we deduced that Accenture was in the bracket of the mid-sized companies in the survey by its response.On statistically analyzing the innovative quotient at Accenture we gather that it falls in the range of the engineering consultancy firms. Accenture has a global culture and adapts the norms and operates similarly in every nation where it is present. On analyzing Accentures Organization Structure from a HR perspective we concluded that Accenture is adopting the latest trends for effective growth and human development.

4. Accentures Leadership
4.1 The Accenture leadership statement
Business results are essential but not sufficient to be a successful Accenture leader. At Accenture, we are committed to developing strong leaders at all levels of our company. The budget for leadership development is embedded within the training budget, which was approximately $800 million in fiscal year 2009. Accenture define a leader as an individual who: Sets direction with vision; communicates in a way that compels others to follow Is an effective and honest communicator; listens to and acts on concerns from clients, colleagues and team members Demonstrates confidence in his/her actions and approaches, and builds confidence in others Is a role model whom our people choose to follow and work with again, visibly demonstrating our core values and adhering to our Code of Business Ethics Builds cross-cultural knowledge, understanding and skills; communicates effectively and appropriately in cross-cultural situations Understands Accenture's commitment to environmental sustainability -- and the role each employee can play in supporting it

4.2 Accenture Leadership model

Leadership Philosophy: "We're focused on developing next-generation leaderspeople from across the world who will be running parts of our company in five years and who will inspire their colleagues and clients. We are working to identify these high-potential leaders early in their careers, give them more exposure to our leadership team, and help them forge important connections with colleagues, while

providing them with critical development opportunities and encouraging them to take stretch roles." Adrian Lajtha, Chief Leadership Officer.

When people in the tech industry talk about thought leadership, Accenture is one of the first firms that comes to mind. The company's "high performance" messaging and its extensive library of research and insights all contribute to the enviable success of Accenture's thought leadership in bringing attention and respect to the firm. Accenture follows three domains of leadership. This aligns better with their operation vision and mission of Accenture. Accenture expect leaders to contribute as Value Creators, People Developers and Business Operators. They strike the right balance at any given point in time based on the opportunities and challenges faced. Accenture leaders bring to life the behaviours reflected in this Leadership Statement in their own authentic way Value Creator Operates with a global mindset, collaborating across the organization to bring the best of Accenture to the client Strives to be relevant by learning and understanding the market, the client's business and current trends Proactively defines and offers innovative solutions with the client's best interests in mind People Developer Builds high performance teams by positioning the right people in the right roles, accepting and resolving conflicts and uniting people around common goals Provides direct, frequent and honest feedback and coaching, dealing honestly with people who are not meeting expectations Encourages people to step up and provides room for growth Develops their own teachable point of view Champions and visibly embraces diversity of views from all segments of our workforce Creates a trust-based relationship with people, listens to them, advises them, showing genuine interest, respect and understanding of their personal constraints and preferences Shows gratitude and recognizes people for their accomplishments and contributions Fosters a positive work environment, is visible and exhibits passion for the work that they do Business Operator Understands and applies the economics of our business to continuously improve bottom line results Implements business processes and operations that maximize high performance Holds people accountable for high standards of quality work which is reflected in clear assignments, measurable goals and identification of metrics to track individual and team performance Focuses on delivering profitable growth both in the short and long-term Addresses issues quickly and effectively, minimizing the risks to Accenture Has exceptional follow through and attention to details that can affect our ability to deliver value.

5. Analysis of 5 Articles on Leadership

5.1 Leadership as Vision
Author(s): Tony Morden, School of Business and Management, University of Teesside, Middlesbrough, UK Source: Management Decision Volume: 35 Issue: 9 1997. Variable of study: Vision of a leader. Summary This article contends that leadership is a visionary concept. It analyses leadership in terms of vision. Vision is holistic; and is defined as an imagined or perceived pattern of communal possibilities to which others can be drawn, which they will wish to share, and which will constitute a powerful source of energy and direction within the enterprise. Vision is conceptualized in holistic terms. Defines vision as an imagined or perceived but consistent pattern of communal possibilities to which others can be drawn, and whose values they will wish to share. Explains visionary leadership and analyses its implementation within the context of social architecture and trust. Describes analysis of the visionary company. Concludes with a summary of analysis of the relationship between the visionary capacity of the leader, and the practical implementation approach of the manager, as the two opposite ends of a spectrum. Concludes that a basic holistic objective should be to blend strong visionary leadership with effective management into one integrated whole, in which the strengths of both combine synergistically to the advantage of the enterprise. In the years ahead, corporations will sort themselves out into those that can compete on the playing field of global business, and those that either sell out or fail. Winning will require the kind of skill, speed, and dexterity that can only come from an emotionally energised work force Businesses organized on the old scientific model still build their best ideas into systems instead of encouraging employees to think for themselves. Vision plus version prime leadership skill will be to envision some desired future state of being, and to inspire others to understand and share that vision. However, after the leader has envisioned and conceptualized that desired future state of being, someone else usually has to create a version of that desired state in order to implement it. This raises two issues: 1. The developing relationship between what was envisioned and what can be realistically implemented; 2. The leaders perception of (and satisfaction with) the process of versioning and implementation; and his/her capacity to leave the versioning of vision to others. Morden comments that the enterprise needs both visioning and versioning capabilities to sustain it over the long term.

Conclusion This article provides the importance of Leaders to have vision. They share a dream and direction that other people want to share and follow. The leadership vision goes beyond your written organizational mission statement and your vision statement. The vision of leadership permeates the workplace and is manifested in the actions, beliefs, values and goals of the organizations leaders. Accenture vision statement goes like To become one of the worlds leading companies, bringing innovations to improve the way the world works

and live. The organization has a vision. And the leadership team has the vision in accurately identifying trends in new business environment.

5.2 Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture
Author: Shamas-ur-Rehman Toor, George Ofori, Source: Journal of Business Ethics 90:533547, 2009 Variable of study: Business ethics, Ethical leadership, Full Range Leadership Model, employee outcomes, organizational culture.

Summary Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical Leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapores construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the leader. However, it is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership plays a mediating role in the relationship between employee outcomes and organizational culture. Leadership ought to be ethical in order to be effective and successful over the long term. Leaders must demonstrate the highest moral standards and ethical conduct in their everyday talk, actions, decisions, and behaviors so that others in their organizations can follow suit. Philosophers, religious leaders, and thinkers from ancient times have emphasized the importance of ethics for leaders, if they are to attain effective governance. Although ethics has been a subject of discussion for centuries, recent decades have observed the debate expanding across scientific disciplines and the business community. Leaders can take actions to establish ethical practices within organizations. Apart from developing the formal documents on ethical conduct, leaders need to demonstrate ethical leadership in their daily behaviors, decisions, and actions. By sending out strong messages about ethics and establishing clear reward and sanction systems to hold the employees accountable for their actions, leaders can do a lot to create an ethical organizational context. Conclusion Leadership ought to be ethical in order to be effective and successful over the long term. Accenture is considered to be one the ethical organization. Being ethically unyielding and honest and inspiring trust by saying what we mean, matching our behaviors to our words and taking responsibility for our actions hence goes the Statement from CEO of Accenture. In fact Accenture is select as one of the most ethical company in ethisphere -2009 survey.

5.3 Creativity and the role of the Leader

Author(s): Amabile, Teresa M.; Khaire, Mukti. Source: Harvard Business Review, Oct2008, Vol. 86 Issue 10, p100-109, 10p, 2 Illustrations; (AN 34402677) Variable of study: Creativity leadership Summary Creativity has always been at the heart of business, but until now it hasn't been at the top of the management agenda. By definition the ability to create something novel and appropriate, creativity is essential to the entrepreneurship that gets new businesses started and that sustains the best companies after they have reached global scale. But perhaps because creativity was considered unmanageable - too elusive and

intangible to pin down - or because concentrating on it produced a less immediate payoff than improving execution, it hasn't been the focus of most managers' attention. Creativity has, however, long been a focus of academics in fields ranging from anthropology to neuroscience, and has enticed management scholars as well. Therefore, a substantial body of work on creativity has been available to any businessperson inclined to step back from the fray of daily management and engage in its questions. And that's suddenly very fortunate, because what used to be an intellectual interest for some thoughtful executives has now become an urgent concern for many. The shift to a more innovation-driven economy has been abrupt. Today, execution capabilities are widely shared and the life cycles of new offerings are short. As competition turns into a game of who can generate the best and greatest number of ideas, creativity scholars are being asked pointed questions about their research. Ideas suggested Tap ideas from all ranks Encourage and enable collaboration Open the organization to diverse perspectives. Map the phases of creative work Manage the commercialization handoff. Provide paths through the bureaucracy Create a filtering mechanism Provide intellectual challenge Allow people to pursue their passions Be an appreciative audience Embrace the certainty of failure Provide the setting for "good work." Conclusion Creative leaders across the 30-year period were consistent regarding the importance of unearthing big ideas. However, their interviews reflected how the implementation and evaluation of the ideas changed in response to globalization, technological advances, expanded media offerings, and shifting client and consumer attitudes. Accenture presence in variety of industry consultation it became mandate for them to keep innovating. Accenture continuously support creativity in their offering of technology and consulting which results in increased growth of the organization.

5.4 Managing the dual identities of corporate consulting: a study of a CEOs rhetoric.
Author(s): Robert Sandberg Source: Leadership & Organization Development Journal Volume: 24 Issue: 4 2003 Variable of study: Leadership; Chief executives; Corporate image; Summary The management of multiple organizational identities is an important issue in contemporary organizations. However, relatively few researchers have examined how organizations and their leaders control or cope with this ambiguity. This paper contributes with empirical description of a Chief Executive Officers (CEOs) efforts to handle multiple identities. It is based on a case study of a corporate consulting unit with dual organizational identities a staff identity and an external consultant identity. The paper shows that the CEOs rhetoric focuses on creating an identity hierarchy, highlighting the identity of external consultant. The distinctiveness of this identity, in comparison to the parent organization, is emphasized by using the IT consulting industry as a prototype for the self-categorization of Telco Consulting. In combination with the secondary staff identity, a loosely coupled relation to the parent organization is constructed. One conclusion that may be drawn from the study is that the two identities emerge in part through the effects of internal contrasting.

Conclusion Organizations are generally described in terms of a single specific identity. However organizations in complex environments facing multiple stakeholders with conflicting interests often develop dual or multiple identities. This benefits Accenture and other related consulting companies showing up multiple identities to different stake holders with conflicting demand. It identifies multiple identities, cross cultural differences effectively through its leadership. Accenture was successful in providing both technology and management as a consultancy firm. Their consultants work as independent as well as restricted to organization structure.

5.5 Leadership communication

Author: David Clutterbuck, Sheila Hirst Source: Journal of Communication Management, Vol. 6, 4 351 Variable of study. Communication competence, skills development Summary. To be truly effective, both leaders and managers must develop their self-awareness, become role models for communication in the organization, and learn to encourage and manage constructive dissent. An important part of the communication professionals role is to support the organizations leaders and managers in developing their communication competence Leaders, who think the job is done when they have created and distributed a vision and values statement, miss the point entirely. Development of leadership communication skills should be a major step in the process of leadership development. It adds the polish that is needed to move a group of people in the same direction to produce results. But a leader will also encourage people to seek their own full capabilities. Recognition of when follow-through is needed after an exchange Ability to be a focused listener Ability to translate communication into action Thoughtful responses Nonjudgmental conflict resolution Effective communication of feedback Ability to lead a diverse group of people Leaders, who do not communicate well, are not really leading at all. It is one thing to have the position, another to fulfill the role. The standard remedy, it appears, is to provide executives in this position with some form of presentation training. This might help them give a speech, but it will do little to help them become genuine leaders. Conclusion Communication is one of the import assets a leader should possess. Great leaders consistently strive to strengthen their interpersonal communication competencies by building and maintaining open, supportive, and collaborative relationships with others in the organization. The information flow across the levels of employees is well organized. Accenture as a part of its Leadership Program (The thought Leadership) helps in tuning the future leaders skills.

6. Conclusion
After meeting the persons listed in the log table we conclude that Accenture has a very flexible and robust organization structure which helps the employees with constant learning and engaging them efficiently in both executive and technical aspects. Their flat hierarchy will help their employees to be proactive and participative and be a part of their client success by delivery high performance. Accenture emphasizes in sprouting up the leadership qualities in all their employees there by being in number Uno position in cutting edge technologies. The companys top management is result oriented and has a clear vision. It believes in effective communication and defining strategic direction to achieve companys goals. The company has an open environment where innovation is promoted; senior management always motivates and boosts the morale of lower level employees. Accenture is one of the best ethical companies of 2009. They strive hard in maintain the personal rapport among the employees and there by synergizing the effects and helping in constant learning. The CEO of company, William D Green is a person of values and his style of leadership is delegation and participative. He not only shares the visions and missions but also the credit of the success with his employees.

7. Log of Visit
Name of person met Srikant Meghna Tyagi Sudha Designation Team Leader Project Manager (Ex) Sr. Software Eng. Date 25-08-2010 25-08-2010 27-08-2010 Mode of Contact Call Call Personal Work Ex 3 years 2.5 years 3.5 years

8. References, Journals and Websites

References and Websites: 1. www.accenture.com
2. http://www.nitie.gistfind.com

3. 4. 5. 6.

http://search.ebscohost.com http://www.emeraldinsight.com www.cogwheel.com www.wikepeidia.com

Journals: 1. Head, Thomas; Yaeger, Theresa; Sorensen, Peter. Organization Development Journal, Summer2010, Vol. 28 Issue 2, p41-48, 8p 2. Leadership as Vision, Tony Morden, School of Business and Management, University of Teesside, Middlesbrough, UK, Management Decision Volume: 35 Issue: 9 1997. 3. Ethical Leadership Shamas-ur-Rehman Toor, George Ofori, Journal of Business Ethics 90:533547, 2009 4. Creativity and the role of the Leader, Amabile, Teresa M.; Khaire, Mukti.Source: Harvard Business Review, Oct2008, Vol. 86 Issue 10, p100-109, 10p, 2 Illustrations; (AN 34402677) 5. Managing the dual identities of corporate consulting: a study of a CEOs rhetoric, Robert Sandberg, Leadership & Organization Development Journal Volume: 24 Issue: 4 2003