Accenture 2004

EMPLOY
PROFILE
VAULT EMPLOYER PROFILE:
ACCENTURE
BY THE STAFF OF VAULT
2003 Vault Inc.
Copyright 2003 by Vault Inc. All rights reserved.

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Accenture
Table of Contents
INTRODUCTION
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Accenture at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
THE SCOOP
History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
ORGANIZATION
15
Service Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Practice Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Key Officers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
VAULT NEWSWIRE
21
Select Recent Transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
OUR SURVEY SAYS
27
GETTING HIRED
33
Addresses to Apply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33

Hiring Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Questions to Expect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
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insider firm profiles, message boards, the Vault Consulting Job Board and
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ON THE JOB
39
Day in a Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
FINAL ANALASYS
45
Final Analasys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
RECOMMENDED READING
47
Recommended Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
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Accenture
Introduction
Overview
Accenture, known until January 1, 2001, as Andersen Consulting, is one of
the world's largest consulting firms, second only to IBM Global Services in
terms of total revenue. According to Consulting News, it has the largest U.S.
market share (at 9 percent, it has more than double that of Deloitte
Consulting, the next largest) and the second largest global market share (8
percent, behind IBM's 9 percent). With more than 75,000 employees in 47
countries, Accenture draws from a vast array of industrial and technical
expertise: Consultants in its its eight service lines, divided between the
Business Consulting Capability Group and Technology Outsourcing
Capability Group, work together to design and deliver strategies and
solutions for 89 of the Fortune Global 100 and more than half of the Fortune
Global 500 - not to mention several hundred startups and spin-offs. The
firm's huge staff and wide range of experience enables it to bring both focus
and massive manpower to any consulting task. Accenture, which works with
more than 2,500 client organizations worldwide, earned revenues topping the
$11 billion mark in fiscal 2002.
As an independent firm, Accenture is a relative newcomer, but its roots as a
part of Arthur Andersen go back to the first days of the consulting industry.
Accenture began its long road to independence in December 1997, when it
petitioned Andersen Worldwide, its parent firm, to allow it to break away
from Arthur Andersen, the accounting giant and its sibling firm. After a
lengthy arbitration process, the International Court of Arbitration in Paris
finally granted independence to the consulting firm in August 2000.
When you're as big as Accenture is, the United States alone won't provide all
the revenue and opportunities you need to thrive. Indeed, Accenture is
committed to maintaining a global presence - nearly half of all revenue is
derived from clients outside the Americas - and to furthering its status as a
technology leader. The firm garnered nearly $3.2 billion in 2002 revenue
from its Communications & High Tech operating group, a gain of 15 percent
over the previous year. The unit accounted for 27.5 percent of Accenture's
total revenue for the year, the most of any of the firm's divisions. While the
backbone of its business is the installation and integration of complex IT
systems, Accenture is looking to leverage this long-established expertise to
garner a share of the traditional management consulting business of such
Boston-based stalwarts as McKinsey & Co., Boston Consulting Group and
Bain & Co. With an estimated 70 percent of the U.S. consulting market
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Accenture
Introduction
expected to be connected to IT services in 2004, up from 57 percent in 2000,

Accenture may be on the cusp of a promising future, despite flat growth and
ongoing staff cuts caused by difficult economic conditions.
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Accenture at a Glance
1345 Avenue of the Americas
New York, NY 10105
(917) 452-4400
www.accenture.com
THE STATS
Employer Type: Public Company
Stock Symbol: ACN
Stock Exchange: NYSE
Employees: 75,000 (2002)
2002 Revenues: $11.57 billion
UPPERS
Smart, results-oriented consultants
Very competitive salaries
Growing outsourcing operations
DOWNERS
Long, demanding projects
Interaction with partners can be
limited
Shrinking consulting operations
THE BUZZ
WHAT EMPLOYEES AT OTHER FIRMS ARE SAYING
SERVICE LINES
Customer Relationship Management
Finance & Performance
Management
Human Performance
Solutions Engineering
Solutions Operations (Outsourcing)
Strategy & Business Architecture
Supply Chain Management
Technology Research & Innovation
PRACTICE AREAS
Communications & High Tech
Electronics & High Tech
Media & Entertainment
Financial Services (Banking; Health
Services; Insurance)
Government
Products
Resources
THE BUZZ
WHAT EMPLOYEES AT OTHER FIRMS ARE SAYING
"The Big Dawg"

"Arrogant"
"Generalists in a specialist world"
"Strong firm, dumb name"
"Technically inclined"
"Sweatshop"
"Too big, too broad"
"Our role models"
"High prestige among peers"
"McConsulting"
"Pays well"
"Cutting edge"
"Best of the IT shops"
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Has your job offer been delayed or rescinded? Are you trying
to get into the consulting job market or trying to move to
another firm? Then you know its tough and that you need
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Consulting Career Coaching

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Canada
Accenture
The Scoop
History
The tale of Arthur
Despite its newfound independence, Accenture's history is and always will be
entangled with that of Arthur Andersen and his eponymous firm. The son of
Norwegian immigrants, Andersen became at the age of 23 the youngest
certified public accountant in the state of Illinois. After four years serving as
the senior accountant for Price Waterhouse in Chicago and a stint as
controller at Schlitz Brewing, Andersen formed a public accounting company
with his friend Clarence DeLany in 1913. Andersen, DeLany & Co. enjoyed
early success, opening a second office in Milwaukee in 1915 to be near
Schlitz, which had become one of the firm's largest clients. In that same year,
Andersen, DeLany & Co. became the first accounting company to formally
recruit college graduates.
The firm grew rapidly, shedding Clarence DeLany's name (and DeLany
himself) in 1918 and opening an office in Washington, D.C., in 1921.
Andersen also opened branches in New York City, Kansas City and Los
Angeles, all during the 1920s. Oddly, even the Great Depression presented
Arthur Andersen with opportunity - when a major utilities conglomerate, the
Insull Companies, collapsed, the firm was appointed the bankers'
representative. The firm guarded and reorganized the Insull holdings during
the refinancing, gaining the trust of banks and other financial institutions.
Continued growth
Arthur Andersen continued to grow during the 1940s and 1950s. In 1942 a
new practice area was created, which Andersen called its administrative
accounting division at the time, and which later became known as
management information consulting. By 1943 the firm was hiring only
college graduates for its accounting staff and had opened four new offices
across the U.S. When Arthur Andersen himself passed on to the great big
ledger in the sky in 1947, he left behind a strong and innovative firm - one
whose consulting arm would, in 1952, revolutionize business by using the
newfangled "computer" to store the payroll of a General Electric plant.
Building on this early success, Arthur Andersen founded the first information
technology consulting practice in 1954 with a mere three consultants.

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Accenture
The Scoop
The 1960s and 1970s saw massive international expansion at Arthur

Andersen. By 1970 it had 25 overseas offices. On the consulting side it
began to offer strategic services, systems integration services, software
application products and other technological services. The firm continued to
innovate as well, becoming the first of the major services firms to publish an
annual report (in 1973) and opening its posh training and education center,
"Andersen University," in St. Charles, Ill. Andersen's consulting business
made up 21 percent of its revenues by 1979. It was also during this period that
Arthur Andersen came under pressure from the Securities and Exchange
Commission regarding possible conflicts between its auditing and consulting
practices, prompting then-chairman Harvey Kapnick to suggest that the
consulting arm be spun off as a separate company. Instead, it was Kapnick
who split from the company, ousted by the auditing partners, who insisted on
maintaining complete control over the firm.
Arthur Andersen continued to expand its consulting practice (which made up
40 percent of revenues by 1988), causing friction between consultants and
accountants and ultimately bringing about a restructuring of the firm in 1989.
The plan legally separated Accenture - then known as Andersen Consulting and Arthur Andersen (which was later simply known as Andersen and
eventually dissolved in 2002 because of Enron-related fallout), with both
resting under an umbrella company called Andersen Worldwide. "We needed
to draw a clear distinction in the marketplace between a traditional 'Big Eight'
accounting and tax firm and a firm capable of challenging IBM or EDS," said
Jon Conahan, a global managing partner who has been responsible for
Accenture's market strategy since its formation. (The "Big Eight," of course,
has since dwindled to the "Big Four.") As part of the 1989 agreement,
disputes between the auditing and consulting businesses were to be settled by
the arbitration court of the International Chamber of Commerce, based in
Paris. The arbitrator was to be chosen from a nation in which neither party did
business, leaving a pool of just eight countries from which to choose,
including Colombia, Iraq, Somalia and Sudan.
.Overlapping interests
In 1994 Andersen set up its own business consulting practice on the theory
that it would pursue the small and mid-sized engagements that were not large
enough for Andersen Consulting. This sounded good, but it didn't work so
well in practice. Tension between the two arms of Andersen Worldwide
mounted as the two firms began to compete for the same business
opportunities.
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Accenture
The Scoop
Yet the Andersen Worldwide structure required the more profitable Andersen
Consulting to transfer some of its revenues to Andersen - which in 1997
worked out to about $150,000 per Andersen partner. This angered Andersen
Consulting partners, who felt that they were being forced to subsidize the
development of a competitor. At the same time, though it soon outstripped
Arthur Andersen in terms of revenue, Andersen Consulting had a minority
representation on the board. ACers even complained about paying for
insurance to protect auditors from liability claims. "We have no problem with
competition, or with an independent and mutually complementary set of
firms which are passing money across to subsidize the less profitable,"
Andersen Consulting managing partner for Europe Vernon Ellis told
Management Consultant International, "but you can't have both. It's not
equitable and we don't feel comfortable about it."
A shot rang out

The tension erupted into outright warfare in December 1997 when Andersen
Consulting turned to the International Chamber of Commerce, asking that it
act as an arbitrator in what would essentially be divorce proceedings.
However, a longstanding poison pill in the Andersen Worldwide partnership
agreement kept the firm together: Any partner wishing to leave was required
to pay remaining partners 12 times his or her annual revenue. (By 2000 this
would have involved a penalty of over $13 billion for Accenture.) In March
1998, Andersen Consulting and Andersen mutually agreed to cease speaking
to the press about their rift, an agreement that both sides upheld throughout
the arbitration period.
The divorce is official

In August 2000, the International Court of Arbitration in Paris handed down
the decision that would sever Andersen Consulting from Andersen
Worldwide; the Colombian arbitrator, Guillermo Gamba, stated that the
parent company had not fulfilled its obligations in running the organization.
As a result, Andersen Consulting would surrender its name and pay about $1
billion (held in escrow since arbitration had begun) to partners at Andersen.
The consulting firm would also have to give back some technology jointly
held by the firms. Andersen Consulting thus avoided a potential $13 billion
payment to the accounting firm. Andersen CEO Jim Wadia resigned on the
same day the court announced the decision.

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Accenture
The Scoop
What's in a name?
Given until December 31, 2000, to relinquish the Andersen name, Andersen
Consulting hired Landor Associates, a Young & Rubicam unit, to help coin a
new moniker for the business. (Arthur Andersen, in the meantime, made
noises about appropriating the Andersen Consulting name for itself, a further
reflection of the bitterness that had developed between the two companies.)
In the end, the chosen name came from one of 2,700 employee suggestions.
"Accenture" is meant to connote "accent on the future," as well as a spirit of
adventure, but was generally panned by those in the business of naming new
products and companies. The Wall Street Journal reported the opinion of
Edward Saenz, founder of San Francisco's Gravity Branding: "It's difficult to
spell. I don't believe it's compelling. It doesn't lead us to ask more. It's so
confusing that you just stop thinking about it and you shut down." A short
time after the new name was unveiled Accenture's first advertising campaign
was launched with a coveted spot on the Super Bowl telecast. The
commercial, according to Crain's New York Business, "was such a bust that
viewers had no idea what the new company was or did. USA Today, which
ranks Super Bowl ads based on consumer opinion, found the Accenture
commercials among the least interesting. Advertising Age critic Bob Garfield
called the campaign a 'very expensive exercise in vanity and cluelessness.'"
Following the disaster that fell upon Arthur Andersen in the wake of the
Enron scandal, Accenture was actually well served by its dismal Super Bowl
reviews. "If its campaign had been a rousing success at raising its profile with
the masses," wrote Crain's, "the press would have rushed to link Accenture
with its former partner."
Shaheen says adieu

Andersen Consulting's efforts to divorce itself from Andersen Worldwide
were directed by its CEO, George Shaheen. But as the arbitration court
approached a resolution, Shaheen resigned from AC in Septemeber 1999 to
become the CEO at Webvan, an online grocery delivery service. Initially,
Shaheen had intended to retire (from Andersen Consulting, anyway)
sometime in 2000, but the Webvan position required that he depart earlier.
Then, in a widely reported twist of bad luck, Webvan struggled to stay afloat
during Shaheen's tenure, leaving the value of his generous options package in
ruins. While Shaheen is credited with Andersen Consulting's massive success
in the late 1990s, his decision to join Webvan just a year before the firm
completed an IPO cost him tens of millions in lost profit. But there's no need
to cry for Shaheen. Weeks after leaving Webvan, news of his severance
package began to leak, revealing that Shaheen would make $375,000 a year
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for life. How long did it take for Shaheen to earn a compensation package
most can only dream of? Eight months of work. (Of course, collecting from
the now-bankrupt Webvan will be no easy feat.)
Going public
In a widely anticipated move in July 2001 - following what most analysts
believe was a successful IPO by competitor KPMG Consulting - Accenture
raised about $1.7 billion through its own public offering. The stock offered
for public sale amounted to no more than 12 percent of the undiluted
company. On the initial day of trading, the firm saw its stock rise 5 percent not impressive compared to the moonshots of 1999, but extremely
respectable for the current IPO market. Accenture sold 115 million shares,
leaving partners with control of more than 80 percent of the company.
Goldman Sachs and Morgan Stanley served as the lead underwriters.
Through another offering completed in May 2002, Accenture sold
approximately $93 million worth of its shares.
Taking leave
Like most of its competitors, Accenture underwent layoffs in 2001. In June
2001, 600 support personnel were cut, followed by an additional 1,500
staffers in August (1,000 of whom were consultants). All told, about 2 percent
of the workforce received pink slips. The firm, however, primarily has
attempted to reduce its payroll costs through its "FlexLeave" program. In this
program, consultants voluntary may take sabbaticals of six to 12 months at 20
percent of their current pay and continued benefits, and their job at Accenture
is guaranteed when their time off is finished. About 2,400 consultants had
taken FlexLeave as of December 2001; the program has also been extended
to Europe and Asia.
The slow economy continued to hound Accenture in 2002, with revenue
increasing by just $43 million over 2001. Some clients cut back on
Accenture's services or put off work, while others simply went bankrupt.
Only cost-management programs instituted by management helped to
preserve operating margins.
Forehand comes to the forefront

In November 1999, Joe W. Forehand succeeded George Shaheen as CEO and
managing partner. Although not considered as dynamic a leader as Shaheen
and portrayed as a kinder, gentler CEO, Forehand moved quickly to shake up
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The Scoop
the top ranks of management, ousting Shaheen loyalists while adding a

number of international partners to the executive committee as a way to
reflect the company's global presence and ambitions. Altogether 13 of the 20
members of the executive committee were replaced. Less than two years into
his tenure, Forehand was named the No.-1 "Most Influential Consultant" by
Consulting Magazine. (The managing partner for Accenture's retail operating
group, Angela Selden, ranked No. 15 on the June 2001 list.) Forehand also
made Information Week's list of the 15 most influential people in the IT
industry.
And it's not just Forehand who's been racking up accolades. The firm has
received its share of recognition as well. The firm was given the Catalyst
Award in January 2003 by Catalyst, a non-profit group that tracks the
progress of in corporate America. The firm was given the award because of
its commitment to retaining and promoting women. In 2001, Red Herring
named Accenture to its list of the 100 companies Most Likely to Change the
World.
Students, it seems, also think mighty highly of Accenture. The firm ranked
fourth in the 2002 Universum European survey of the most desired employers
by European graduates and third among all employers in terms of diversity in
Universum's survey of U.S. undergrads. The company ranked 15th on
Universum's 2002 diversity survey. The survey polled minority
undergraduate and MBA students at 53 universities on the companies they
would most like to work for. Universum ranked the 50 most popular
organizations and published the results in the October 2002 issue of The
Black Collegian magazine. The same issue featured an interview with
Accenture partner Andrew Jackson in which he describes a variety of the
firm's diversity initiatives and discusses some general issues that students of
all backgrounds can expect when starting out at the firm.
Training days
Accenture proudly boasts that it spent $717 million in fiscal 2001 to train and
develop its workforce. Newly hired analysts typically spend two to three
weeks at Accenture's main training facility in St. Charles, Ill., developing
team-building and management skills. The training program enables
Accenture to offer standardized solutions and encourage consultants from
disparate offices and backgrounds to work well together (important for a firm
with more than 80,000 employees). After their time at St. Charles, Accenture
professionals can access the company's more than 4,000 classroom,
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computer-based and web-enabled training programs via a web-based learning

portal.
Out of the VC game

Alas and alack - it seems that Accenture's venture capital ambitions will not
come to pass. The firm had originally planned to sink as much as $500
million in emerging Internet businesses through its Accenture Technology
Ventures unit, but reversed field when many of its investments yielded losses.
(The firm tells us what actually happened was "the VC exit window
lengthened and volatility began to impact corporate earnings.") In March
2002, Accenture announced that it would sell all of its minority stakes in such
companies. Accenture's current plan calls for the firm to consolidate its
holdings into one subsidiary, which will then be sold. Accenture would
maintain a small piece of the subsidiary, should such a sale occur.
Thinking 'bout the government

Accenture's government operating group earned just over $1 billion globally
in 2001 and continues to pick up new engagements. In May 2001, web
surfers got their first look at Accenture's redesign of NYC.gov, a portal
offering government services for New York City residents. The site, which
served as an important communications channel after the Sept. 11th terrorist
attacks, has been recognized as "Best of the Web" by Government
Technology, and received global recognition from the World Information
Technology and Services Alliance (WITSA) for exceptional use of
technology. August 2001 saw the firm sign a five-year deal worth a potential
$33.6 million to redesign the Internal Revenue Service's web site. And in
December of that year, Accenture inked two deals with the U.S. Department
of Education reportedly valued at up to a combined $234 million in a sharein-savings deal.
The move offshore

While it claims to have to no corporate headquarters, in February 2001
Accenture became the first professional services firm to register its official
residence in Bermuda. The scenic island has no income or capital gains tax,
and has a number of other favorable business rules and regulations (or, more
to the point, a relative lack thereof). The firm's Bermuda location brought it
under Congressional scrutiny in July 2002, as lawmakers became
increasingly critical of firms that used such loopholes to avoid U.S. taxes.
Accenture has responded with a brace of lobbyists, including a number of
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The Scoop
former Congressmen, who argue that because the firm was never previously
incorporated in the United States, it shouldn't be grouped with such
companies as Tyco, which moved its headquarters offshore from Exeter, N.H.
And with more than half of its 2,500 partners non-U.S. citizens, Accenture
argues that as a cultural matter it chose the neutral location of Bermuda - after
considering a variety of options - for its post-IPO parent company.
Meanwhile, Accenture also purports to own an operating company in
Luxembourg, another tax haven.
Making votes count

Following the debacle of the Florida recount in the 2000 presidential election,
Accenture created an elections practice, which was formalized in 2003 as
Accenture eDemocracy Services. Meg T. McLaughlin, a partner with two
decades of experience with the firm, was named chief executive. As global
managing partner of the firm's prior elections practice she was involved in a
number of initiatives with state and national governments, including voter
registration as well as voting and election management services. A strategic
partner in most of this work was election.com (which Accenture also acquired
in 2003). Together the two parties had been involved in implementing
election systems management software in over 170 U.S. counties and a
number of states. They also completed projects in both the United Kingdom
and France. Election.com was instrumental in creating a system that allowed
French expatriates to vote in the first legally binding public Internet elections
in France. Accenture eDemocracy will continue to work in France, assisting
the country in developing its e-voting technology. In the U.K. the practice
will continue its efforts to implement new election solutions that not only
include the Internet but also phone and public access kiosk voting, smart
cards for voter ID, and real-time, online voter registration rolls. When similar
initiatives are introduced in the United States, Accenture eDemocracy should
be well positioned to land a major share of the business.
New clients and allies

Accenture has been busy creating new affiliates to better position itself in the
e-business marketplace. In March 2000, Accenture announced that it was
teaming up with Microsoft to form Avanade, a jointly owned firm that focuses
on large-scale technology integration surrounding Microsoft's enterprise
platform. Initially valued at more than $1 billion, Avanade reportedly was
launched in response to the growing dominance of IBM Global Services,
which executives said was often the choice-by-default for many Fortune 500
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companies. The venture has thrived, and now has more than 300 customers
and over 1,200 employees in 17 cities in 11 countries. In 2002 Accenture
boosted its holdings to 78 percent of the company. (As for the remaining
interest, 20 percent is held by Microsoft, with the other 2 percent in the hands
of Avanade employees.)
Elsewhere, Accenture entered the e-learning market in March 2001 with the
formation of Indeliq, a company that provides simulation-based e-learning
solutions to help companies improve workforce performance. And in
October of that year the firm joined Merck-Medco and UnitedHealth Group
to launch Xceleron Health LLC, a venture designed to provide business
services to the health care industry.
Accenture hooked up with software provider Comptel in April 2003 to
provide consulting services to telecommunications companies. Accenture
also acquired a 30-person consulting group run by Comptel and based in
Finland at that time. In August 2003, Accenture announced a major contract
from the California State Automobile Association. In the first stage of the
project, Accenture to work with software developer PeopleSoft to upgrade
CSAA's HR and financial management systems. That upgrade is expected to
be completed in the fall of 2003. According to the terms of the agreement,
Accenture will then provide maintenance and support services to CSAA for
the next 10 years. In New York City, Accenture has teamed up with the
municipality to provide a new Citizen Service Center that can be accessed by
dialing 311 from a telephone. Offering non-emergency services and
information through the new service frees up the 911 system to better handle
emergency calls. The 311 Citizen Service Center was up and running a mere
seven months after Accenture was awarded the contract. Already with a fiveyear $2.6 billion deal with AT&T in hand (to provide technology and training
to its consumer long-distance sales division and customer-care unit),
Accenture was also awarded in 2003 a five-year, $500 million contract to help
the telecom giant in its efforts to expand in the local services market.
A Microsoft future?
In April 2003 Accenture continued its efforts to "reshape" its work force,
terminating roughly 750 employees, or about 1 percent of its work force.
Primarily affected were midlevel to high-level employees in the U.S. and the
U.K. Nevertheless, the company has continued to hire new employees in the
lower ranks. Those cuts probably also fueled speculation during 2003 that
Accenture was holding discussions with Microsoft about acquiring the

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Accenture
The Scoop
consultancy. Microsoft is rumored to be interested in acquiring Accenture to

bolster its growing services unit.
Those merger rumors have yet to bear any fruit, but Accenture has been busy
making good on its relationship with Microsoft through their Avanade
partnership. In February 2003, Accenture announced the release of the
Accenture Web Services Platform, a program designed to help clients develop
and manage web-based applications more efficiently. The new product was
developed by Avanade. Three months after the web services release,
Accenture announced the release of an update to its claim management
software for insurers, also developed with input from Microsoft.
Accenture isn't known for being in the gadget business, but it is developing a
new product that's intriguing to say the least. In February 2003, The New
York Times reported that two Accenture researchers in Palo Alto, Calif., are
at work on a portable device that could aid human memory. The device will
feature speech-recognition technology and an earpiece through which the
user can be prompted with information (a forgotten name, for instance) and
witty comments that the user can use in conversation.
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Accenture
Organization
Service lines:
Accenture divides its service lines into two divisions: Business Consulting
and Technology and Outsourcing. Both, in turn, are organized into service
offerings, as well as alliances and long-term projects with other firms.
Business Consulting
Customer Relationship Management: Relies on both tools and strategies,
emphasizing the strong relationship between CRM software and
organizational structure in order to maintain efficiency of order-taking,
delivery and follow-through. Accenture also offers a wide array of research
capabilities to help customize solutions.
Finance and Performance Management: Back-office solutions aimed at
improving clients' financial efficiency, including tax and accounting
consulting, e-business suites and shared services solutions.
Human Performance: Helps firms measure and improve employee
performance. This line involves more than 5,500 people and focuses on
providing a strategic perspective on HR questions, as well as learning and
training programs.
Strategy & Business Architecture: Accenture's classic strategy arm, with an
obligatory IT bend. This line offers a full range of strategy-related approaches
to increasing value, including mergers and acquisitions work, marketing and
IT integration.
Supply Chain Management: Covers the range of SCM issues, including
procurement; B2B solutions; and supply chain design, management and
transformation.
Technology and Outsourcing

Outsourcing: Accenture's fastest-growing service line, with more than 15,000
staffers and 350 clients. More than just IT, this line offers a wide range of
back-office (i.e., accounting, payroll and HR) outsourcing solutions.
Solutions Engineering: Assists clients in integrating IT and other solutions
into their overall business processes. This line relies heavily on Accenture's
multi-faceted relationship with Microsoft, utilizing the latter's licensed
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Accenture
Organization
software in developing customized client solutions. Solutions Engineering

also works closely with software developer Avanade, itself a joint venture
between Accenture and Microsoft.
Technology Research and Innovation: Accenture's eye on the latest in
business technology. This line includes the firm's three technology labs
(located in Chicago, Palo Alto and Sophia Antipolis, France), research and
development teams and a brace of publications and yearly conferences.
Practice Areas
Communications & High Tech
Consists of the communications, electronics and high tech, and media and
entertainment industry groups. The communications group serves 24 of the
top 25 wireline (i.e., cable-based communications), wireless, cable and
satellite companies; one of the firm's premier units, it further subdivides into
five management teams: 1) operating units, 2) market offering suites, 3)
business process management and enterprises, 4) competencies and 5) market
unit business practices. The electronics and high tech group, a major asset
during the dot-com boom and a key player in the development of e-commerce
capabilities, has dragged the firm down over the last few years, though thanks
to cost-cutting and a new emphasis on outsourcing services, it is far from
being dead weight. The Media and Entertainment group includes industries
from publishing to sports, and focuses on customer relationship management
and digital content solutions. The communications and high tech operating
group also runs the annual Accenture Global Convergence Forum.
Financial Services
This group consists of the banking, health services and insurance industry
groups. Accenture's financial service offerings emphasize the need to adapt to
the fast-paced changes going on in all three industries, particularly as a result
of globalization and deregulation. Offerings include supply-chain
management, human performance management and strategic and business
architecture. Services for all three groups are offered through Accenture's
nine global "delivery centres," each of which is strategically located within a
major market but which also specializes in a particular set of capabilities - for
example, Atlanta's specialties include CRM and web architecture, while
Paris's include life insurance and application maintenance. Accenture also
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Accenture
Organization
maintains three technology labs that develop software for use by financial
service industry clients.
Government
The government group focuses on applying the tools used in the private
sector - CRM, supply-chain management and outsourcing, for example - to
the needs of federal, state and local governments, both in the United States
and abroad.
Products
Consists of Accenture's automotive, consumer goods and services, industrial
equipment, pharmaceutical and medical products, retail, and travel and
transportation industry teams. The products group focuses on helping
manufacturers recognize the fundamental changes occurring in the sector,
particularly the end stages of the shift from industrial to "virtual" economies.
The group sees the current economic decline as an indicator of just such a
change, and helps its clients respond with a long-term perspective in mind.
Offerings include value management, which identifies the shifting demands
of investors, and e-commerce, both between businesses and their customers
and between businesses themselves.
Resources
Consists of the chemicals, energy, forest products, metals and mining and
utilities industry teams. The resources group emphasizes the importance of
cutting-edge strategic delivery capabilities, and to that end, it offers a wide
variety of supply-chain management and mobile commerce services to clients
across its industry profile.
Alliances
Accenture has established approximately 150 corporate alliances, primarily
with technology providers, in order to enhance its service offerings and
expand its geographic reach. Many are with major firms, such as Sun
Microsystems, Siebel and BEA. Others, such as human performance
solutions firm Indeliq, are independent companies spun off from Accenture;
still others, such as the aforementioned Avanade, are joint ventures with other
firms (in Avanade's case, Microsoft).

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Accenture
Organization
Key Officers
CEO: Joe W. Forehand
A true lifer, Forehand has been with the firm since 1972, fresh out of Purdue
University, where he earned an M.S. in industrial relations. Raised in
Alabama, he also earned an industrial engineering degree from Auburn
University in 1971. Forehand became CEO and chairman on November 1,
1999, after making partner in 1982 and leading 11 of the firm's 18 industry
groups. As CEO he has overseen Accenture's successful IPO as well as the
formation of numerous joint ventures and satellite companies, a goal he
emphasized when he took the helm.
He is also committed to creating an entrepreneurial culture. In a June 2002
interview in Chief Executive, he details his approach: "First, we focus on
leadership development, with the belief that inspirational leaders can actively
coach their teams to think and act like entrepreneurs. Good leaders can
articulate the passion and vision of a corporation and build teams that perform
at levels well above their individual abilities. Second, we encourage
entrepreneurial thinking in all our people. We recently doubled the size of our
partnership, which I believe extends decision-making authority to more of
our people and rewards bold and innovative thinking earlier in a person's
career. We also have dedicated centers of innovation, like the Accenture
Technology Labs and the Accenture Institute for Strategic Change, which
conduct original research into business issues. Third, we work hard at being
what I call 'big and small' by balancing resource- and knowledge-sharing
across the global organization with the market responsiveness and agility of
a small company. So, when it comes to driving innovation from within, we
will continue to move to a more entrepreneurial culture. And we are
committed to providing our people with what they have identified as
important: inspiring leadership, interesting work, a diverse work force,
competitive rewards, flexibility and new opportunities for continuous
learning."
Forehand has won a number of industry accolades - in 2001 InformationWeek
named him one of the 15 "most inspirational figures" in IT, and later that year
Consulting Magazine named him the most influential consultant of the year.
He was also chosen by CRN magazine as one of the top 25 executives of
2001. His tasks include chairing the firm's management committee, the
executive committee and the global leadership council.
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Accenture
Organization
Chief Strategy Officer: R. Timothy S. Breene

Group Chief Executive, Financial Services Operating Group: Karl-Heinz
Flther
Chief Operating Officer-Client Services: William D. Green
Chief Operating Officer-Capabilities: Stephan A. James
Chief Risk Officer: Michael G. McGrath
Chief Leadership Officer: Gill Rider
Corporate Development Officer: Mary A. Tolan
Chief Financial Officer: Harry L. You
Offices
Accenture has over 110 offices in 47 countries around the world. Its
executive offices are in Chicago (although the firm is incorporated in
Bermuda).

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Accenture
Vault Newswire
July 2003: We're doing better, but
Accenture announces positive third quarter results, but also discloses that its
Middle East operation may have violated the U.S. Foreign Corrupt Practices
Act, which forbids companies from bribing government officials and political
parties in companies in which they operate. The company pledges to
cooperate with the appropriate authorities.
July 2003: Voting on the future

Accenture announces that it will develop a Windows- and web-based voting
system for the Defense Department to be used by military personnel, their
dependents and other United States citizens living abroad. The system is
expected to be operational in time for the 2004 elections. Accenture's
elections practice grew out of the contentious 2000 presidential results and is
considered an area for ongoing growth.
March 2003: Further job cuts

Accenture continues to reshape its work force, eliminating 1 percent of its
work force, roughly 760 employees. Rumors about the cuts result in a 13
percent drop in the price of Accenture stock.
January 2003: Leading indicators

Signaling a possible turnaround in the IT consulting market, Accenture
announces a 55 percent increase in net income for its first fiscal quarter. The
firm posts $126.9 million, over $81.7 million from the first quarter of last
year.
January 2003: Tops up top

Accenture is one of the best 50 firms to work for in Canada, according to
Report on Business Magazine. The company has approximately 2,300
employees working in Toronto and other cities across the country.
November 2002: Book it

Accenture released its latest book, The Ultimate CRM Handbook: Strategies
and Concepts for Building Enduring Customer Loyalty and Profitability. The
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Accenture
Vault Newswire
book, edited by CRM managing partner John Freeland, outlines principles

firms can use to approach and resolve customer-relationship-management
issues.
September 2002: The art of consulting

Accenture announces its sponsorship of one of New York's blockbuster art
exhibits in 2003. The exhibit, "Manet/Velzquez: The French Taste for
Spanish Painting," will run at the Metropolitan Museum of Art in the spring.
September 2002: That's the idea

As part of Accenture's $70 million branding campaign, Young & Rubicam
debuts two new television commercials. One of the spots in the "idea"
campaign features a patient having his head X-rayed, revealing a Post-it note
labeled "idea," which a doctor warns will grow to the size of a file cabinet if
not promptly acted upon.
August 2002: Accenture sells venture and

investment portfolio
The investment banking arm of the Canadian Imperial Bank of Commerce
announces the acquisition of Accenture's venture and investment portfolio, a
collection of approximately 80 technology firms, for an undisclosed amount.
Accenture will retain a 5 percent holding in the portfolio. CIBC also agrees
to allow Accenture to continue building relationships with the firms in
exchange for access to Accenture's technology sector expertise.
July 2002: Accenture to cut management staff

by 1,000
In a concession to the need for further cost reduction, Accenture announces it
will cut 1,000 management-level consultants by the end of August.
February 2002: Accenture launches new

marketing and branding campaign
Accenture begins a new advertising and branding campaign built around the
slogan "I am your idea - use me!" The ads, which appeared in both print and
television, are part of a $70 million international marketing effort tp establish
the Accenture name (at least with senior corporate executives).
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February 2002: Accenture buys 50 percent of EPeopleserve

BT plc announces it will sell 50 percent of E-Peopleserve, a human resources
outsourcing firm, to Accenture for $70 million in cash and a five-year earnout payment, which could be worth as much as $225 million.
January 2002: Accenture lands major telecom

contract
AT&T announces a five-year $2.6 billion deal with Accenture to provide
technology and training to its consumer long-distance sales division and
customer-care unit in an effort to cut costs and improve productivity. Over the
course of the contract AT&T hopes to lower its sales and customer-service
costs by more than half.
January 2002: Accenture teams with Microsoft

to offer automotive solutions
Improving on their already strong relationship, Accenture and Microsoft
announce they have formed a partnership to offer a variety of solutions for the
automotive industry. The effort will draw on the newly formed Accenture
Services Bureau for Automotive Telematics, as well as Microsoft software
specially adapted to the industry.
December 2001: Accenture refuels Indeliq

Citing the company's strong performance, Accenture announces it will pump
another $20 million into Indepliq, an Accenture affiliate and eLearning
solutions provider.
October 2001: Accenture opens two overseas

development facilities
Despite the weak market, Accenture opens two technology development
centers, one in Prague and the other in Mumbai(formerly Bombay), India.
The facilities complement the company's chain of more than 20 development
centers, allowing it to provide software and IT development services for the
Central European and Indian markets.

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Accenture
Vault Newswire
August 2001: Accenture lays off 1,500

Accenture announces it will cut 2 percent of its staff as a cost-cutting effort
in response to a sluggish economy. Of the 1,500 laid off, roughly 1,000 will
be consultants, while the remainder will be support staff. "We are taking
these actions after our normal annual budget review and management plan to
ensure that our staffing levels are better balanced with client demand," CEO
Joe W. Forehand said.
July 2001: Accenture goes public

In a widely anticipated move - following what most analysts believe was a
successful IPO by competitor KPMG Consulting - Accenture raises $1.7
billion through a public offering. The firm sold 15 million shares, leaving
partners with over 80 percent control of the company. Goldman Sachs and
Morgan Stanley served as the lead underwriters.
June 2001: It's all about You

Accenture hires a new CFO - Harry You, formerly with Morgan Stanley, one
of the investments banks that co-managed the Accenture IPO. You has
experience with both the KPMG public offering and the upcoming
PricewaterhouseCoopers IPO.
May 2001: Partners with Hewlett-Packard

Accenture inks a partnership with technology giant Hewlett-Packard.
Hewlett-Packard had previously sought to purchase the consulting arm of
PricewaterhouseCoopers before the merger was called off due to
PricewaterhouseCoopers' declining value. It is expected that Accenture will
handle the higher-end design and strategy, while HP will tackle the
implementation. Hewlett-Packard's merger with Compaq, proposed in
September 2001, should not affect this deal, as Compaq has little consulting
expertise.
October 2000: "Renamed, Redefined, Reborn"

Andersen Consulting, announces its new moniker to be effective starting
January 1, 2001. In a webcast to all employees from London, Managing
Partner and CEO Joe Forehand reveals the new name: Accenture. This name,
one of 2,700 employee suggestions out of the 5,000 contenders, was coined
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Vault Newswire
by Kim Petersen, a senior manager working for Accenture in Oslo, Norway.

In reward, Petersen and his wife received a trip to Australia.
August 2000: The divorce is finalized

The International Court of Arbitration in Paris hands down the decision to
split up accounting firm Andersen from the former AC consultants. Arbitrator
Guillermo Gamba states that parent company Andersen Worldwide had not
fulfilled it obligations in running the organization. As a result, Accenture was
ordered to give up the Andersen name and pay about $1 billion (held in
escrow since arbitration began) to partners at Andersen. The consulting firm
also has to give back some technology jointly held by the firms. Accenture
avoided a potential $14 billion payment to the accounting firm and
considered the ruling a small price to pay for independence from Andersen
and parent company Andersen Worldwide. Andersen CEO Jim Wadia
resigned on the same day the court announced the decision.

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Accenture
Our Survey Says

Make a mark in your market
The amount an Accenture consultant travels has to do with "what market unit
you're in - it's very regionalized." Another source concurs: "Those in
financial services rarely have to travel outside of the New York metro area;
those in communications or other industry groups travel more." Ultimately,
"unless you live in a market that has your industry group, you're traveling a
lot," yet another source emphasizes. However, "the staffing coordinators try
to take your preferences into account. And as you gain more marketable
skills, there are more choices." But if "you're right out of college, they tell
you where to go," insiders say. Another source concurs that for new hires, it's
really a roll of the dice as to the type of assignments they'll receive. But
another insider says it's just too difficult to say what new hires will experience
because the company is so big. "There are simply too many variables." A lot
depends on a consultant's practice, location and who she works for.
Travel notwithstanding, most respondents have good things to say about the
work/life balance at Accenture. Hours tend to be standard for the industry-50
to 70 per week-though the firm's many government projects usually involve
shorter workweeks. As one consultant puts it, "On a government contract, the
hours are limited to about 40 per week because you can't bill the client for
more than that."
Compensation is on par with the rest of the industry, and one source
comments, "I think [the compensation] is more than fair, especially when I
think of the little extras that make work/life balance better: flexible vacation
time and overtime for those under manager level, etc." And "individual
projects sometimes have their own perks, renting out clubs for private parties,
PDAs for all on the project and vacations." For those interested in community
work, Accenture may be the perfect place-we hear that volunteer work is a
"very important aspect of life at Accenture," with organized projects
including Habitat for Humanity and AIDS Walks. It's so important, in fact,
that its performance evaluations "are based not just on work, but other
activities in support of the company and the community."
Our sources on outsourcing

While most Accenturites understand and even agree with Forehand's plan to
shift the company toward outsourcing, it's not a decision that the firm takes
without reservation. An increasing number of traditional consultants are
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Accenture
Our Survey Says
being reassigned to outsourcing-focused projects, usually locally based and

with much less client interaction. One consultant characterizes the move as
"replacing people who've worked hard with cheap labor," adding that while
"it makes good business sense, and if I were at the helm I would do the same,
but still-if they want a league of technical drones, this is how to do it."
Another Accenturite puts it this way: "It's very difficult on the workforce. You
have a bunch of consultants who've been traveling around for two to three
years, and now you tell them they'll be on local projects doing work they
think belongs with the bastard stepchild of the company." "Overall,"
according to one respondent, "it looks like the organization that built the
company, the consulting practice, is being shortchanged and left to wither."
Getting on, getting off

Staffing at Accenture has gone through several changes over the last few
years, mostly in response to the need to rein in costs and the decline in the
number of new projects. In the past, the company maintained a corps of HR
managers, approximately one per every 50 consultants. "Now there's one at
each large client site. When you are near finishing a project, you contact this
person," as one consultant puts it. In general, we hear, staffing is "very
dependent on the economy. If there's a lot of work, you can pick and choose,"
but in light of the sluggish economy, "now you keep your ear to the ground."
Another insider maintains that since the downturn in the economy,
"Promotions and salary increases have become nearly impossible."
For consultants, staffing for their next project is a matter of negotiation with
that manager, but for outsourcing staffers the situation is more a matter of
going where their specialties are needed, with much less room for personal
preference. In either case, we hear, the one thing no one wants is to be left
without a project: "On the beach is a pretty scary place right now because you
don't know when layoffs will come." One respondent says "if your current
project is coming to an end, it's almost like your job is coming to an end. You
could easily be fired if more than a few weeks go by between assignments. .
.You are always at risk if there is a recruit who is ready to join the firm at a
lower salary than you."
The slant of the ladder

Employees at Accenture have varying opinions regarding how partners treat
junior employees. One insider complains that partners "usually have no time
to talk to anybody who isn't a client." "Until you are at their level, you don't
get the same respect," another source explains. "Most of the time you are
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Our Survey Says
fairly invisible, but this is good and bad," adds a third respondent. "While
very few are ogres, [partners] are not easily accessible. Don't expect to make
mentors easily." Another insider takes a harsher view, claiming that "instead
of the highly motivated, hard-working, fairly compensated culture we used to
have, it is now 'us vs. them,' non-execs and junior execs versus senior execs"
type of environment. Other insiders disagree, however. One consultant
shares, "Executives seem genuinely interested in my ideas and sometimes
fascinated by my different experiences."
One area where we hear executives are very responsive is training. While the
emphasis has shifted from upfront, new-hire training to continued learning,
the opportunities to gain consulting skills or more knowledge of a particular
industry are many. "You can even leave in the middle of a project to get
training if it will help you in your role better," notes one source. Another
respondent says, "Accenture has an excellent in-house training program and
it definitely does not look bad to have them listed on your resume." One
insider on the consulting side insists, however, that training has fallen off
significantly since the Arthur Andersen days, claiming that the company "has
little, if any training. What little formal (i.e. classroom) training that remains
is basically 'how to-look-good-in-front-of-the-client' type of training or
Accenture methodology . . . training that is of little use outside of the
company." Another blames the economy for the decline in training, noting
that time spent on training is time that can't be billed to clients. But a different
colleague offers yet another perspective on training. She observes that some
consultants feel a bit relunctant to commit to training between projects for
fear that they'll be busy when a choice assignment is handed out.
Some insiders say that with the advent of difficult economic conditions
advancement in the company has become harder. Says one, "You can't be
afraid to toot your own horn every once and a while." According to one
consultant, "The seemingly never-ending waves of layoffs have demoralized
many employees, as everyone has lost friends and quality peers. This has also
created somewhat of a competitive culture within the company as people try
to come out on top of the laddering process so they won't be flagged for the
next round of layoffs." But this same respondent believes "leadership is
realizing that there is a culture problem that they need to address, and they
have taken steps in the right direction." In recent months, according to one
employee, the company's culture which had once been "'work hard, play hard'
now seems to be just 'work hard.'" A former analyst who departed in the
spring of 2003 tells us morale is at "an all-time low." However, this source
conceeds that the recent reductions have been an attempt to align staff with

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Our Survey Says
the amount of work available; the firm hasn't engaged in mass layoffs just for
the sake of saving money.
Flexing it
One benefit respondents praise is Accenture's voluntary FlexLeave program,
which allows employees to take time off from their jobs and still retain 20
percent of their pay, as well as their benefits, laptops and office access. The
program is especially popular now, as it has enabled the firm to keep layoffs
and pay cuts down. "FlexLeave is a great option compared to being laid off,"
notes one source, though it still doesn't help some sleep at night. "A taste of
the outside world plus a feeling of job insecurity" could influence some who
take advantage of the program to eventually "jump ship." One source who
participated in the program is now back at her desk confides that there was
some resentment directed by those who didn't take the time off at those who
did. The initial impression, says this contact, is that those who took off did so
simply to "travel and have a good time." However, this source believes that
resentment faded as those who took off and those who stayed became
reacclimated to working together.
Coddled in a cube
Some consultants complain that Accenture offices are "too small for so many
people" with "small cubes" and "no privacy." Another source says that "the
offices are iffy," with a mix of nice amenities but often cramped working
quarters. "Sometimes you will have to walk around looking for a space,"
reports one insider. On the other hand, another employee reports that the
offices are "wonderful. My office building defines the city's skyline.
Executives have offices with immense windows and a great view of the city.
Even the cubicles aren't bad." And while Accenturites work hard, the office
environments are said to be "very friendly and fairly youth-oriented with a
strong helping of life/work balance perks."
Dress the part

According to one insider, "Dress code tends to have 'business' casual' as a
base and if the client's environment that we often work in is a higher standardthen so is the Accenture dress code." Another respondent says that "smart
casual attire is the norm."
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Taking diversity to task

Insiders report that Accenture handles diversity issues rather well. "There is
a diversity task force and activities for just about every minority group.
These are open to everyone in the firm, not just to members of the minority
group," says one employee. Another consultant adds, "We were taken to
lunch by our office's diversity task force during our first week to learn about
diversity at Accenture." Still another respondent notes, "There are lots of
programs, internal groups (communities), diversity initiatives and efforts to
promote these issues." Nevertheless, "I am not sure if it results in the actual
progress up the ranks for minorities, who are still small in number," says one
consultant. Another insider maintains, "There is an honest effort to improve
diversity and at least some of the senior executives are committed to helping
workplace minorities (women, ethnic and racial minorities) gain valuable
experience and leadership opportunities."

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Accenture
Getting Hired
Addresses to Apply
If applying online, begin the process by checking out
http://careersusa.accenture.com/. There you can search for available jobs and
submit a resume and cover letter; if recruiters like what they see, they'll
contact you for an initial interview. On campus, Accenture maintains resume
drops at numerous U.S. universities during the recruiting season; if they're on
your campus, stop by your career development office to find out more.
Hiring Process
Accenture recruits via on-campus events and the web at 125 U.S. universities
and colleges, as well as many international campuses. Prospective campus
hires are generally "required to submit their resumes [along with a personal
data form] through their career services offices" and resume drop systems. At
schools where there is no formal resume drop system, would-be applicants
can contact a recruiter from the local office nearest them. Candidates may
have up to two interviews on campus. The first is a screening interview,
while the second tends to be with Accenture employees (partners or
experienced managers, though usually also a peer). These interviews can
vary, according to a contact in the recruiting office: "In some cases these
interviews are behavioral, and in others they're case-based." The initial round
is often a brief "Can you communicate?" interview. Also, "questions
definitely depend on service line. Strategy gives case interviews while [other
service lines] give behavioral interviews." One insider reports that "at the
second round I was asked a lot of 'tell me about a time when' questions. One
was, 'Tell me about a time when you had to work with someone you didn't
know.'" Another was, "Tell about a time you were on a team and didn't get
along with everyone." Interviewers, according to one insider, are also
"interested in knowing what I had done at a detail level." They were
"especially interested in projects related to what might be found on the job."
A typical question in this vein, in the words of another insider, is, "Why did
you get involved in these activities in college?"
After making it through these screening rounds, a chosen few candidates
spend a day at the nearest office. Insiders have reported minor variations in
the interview process at different offices and campuses; some candidates have
had a second round with three managers or partners at an Accenture office.

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Accenture
Getting Hired
Employees say that "selectivity depends heavily on which service line you are
aligned with. Strategy is extremely difficult to enter even with excellent
credentials-process, technology and organization and human performance a
little less so." Insiders also say, "We tend to hire most of the people who
make it to the [round of interviews at the] office." While candidates do have
the option to fly out to visit their office of interest, "it isn't necessary to
interview where you want to work, except in the case of San Francisco," a
very popular office location. We hear that "offers are usually extended to
successful candidates shortly after the office visit."
Contacts say Accenture makes its big push "at sell weekend, which is very
structured." Reports one insider: "The first day is in the office and features a
series of meetings with the various industry groups. They provide much more
specific information than you get in the recruitment brochures. There is also
the opportunity to speak one-on-one with peers, and you go out to wining and
dining things and to a show."
The firm has identified several qualities that it believes make a successful
Accenture consultant. They include: a target GPA (which depends on the type
of degree), critical thinking, ability to be a self-starter, ability to juggle
multiple activities, problem-solving skills, being a team player, and a
willingness to travel. One recruiter tells us that "the type of person we look
for performed well academically and is well-rounded, a lifelong learner,
committed to developing a career, interested in and understands what we do."
The perfect candidate also has "strong written and oral communication
skills." This contact also informs us that "professionals who succeed at
[Accenture] embrace the clients' needs" and "are team- and results-oriented."
Insiders say that even the strongest candidates can improve their chances of
being hired by "reading through the [Accenture careers] web site" and
"educating yourself on what [Accenture] does, how the company is structured
and what the various organizations and their respective career paths are."
Sources also suggest that candidates "be prepared to articulate which is the
best fit for you." Finally, "it's also tremendously helpful to have someone in
the firm to talk to, so you can get a better sense of what the many choices are."
"There's only so much you can glean from public sources of information,"
insiders conclude.
Questions to Expect
1. Walk me through this manufacturing scenario.
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Accenture
Getting Hired
Accenture management consulting isn't just pie-in-the-sky brainstorming.

Applicants are expected to have a concrete grasp of logistics and financial
matters. One strategy consultant candidate says: "Not only was I expected to
walk through a manufacturing utilization curve, but I had to value a cash flow
as well." (This is an MBA-level question.)
2. You must supervise and direct a group of senior VPs. How would you
work with people who have much more seniority and experience than
you?
Some strat consulting interviewees say they've gotten "soft" cases that
combine elements of cases and behavioral interviews. This question or its
type, however, is much more common in change management.
3. Guesstimate: What are the revenues of the average pizza parlor?
Here you need to establish the size of the average pizza parlor, as well as
determine what time frame you're discussing. (Daily? Yearly?) Don't be
afraid to ask questions, such as what constitutes a pizza parlor or whether to
include take-out-only establishments.
4. Tell me about a time you faced a difficult challenge.
This is a rather typical question that tries to see how you evaluate obstacles do you see them as reasons to give up, or merely bumps in the road (or even
better, hidden opportunities)? Make sure to emphasize the lessons learned
from the challenge.
5. What do you like to do in your free time?
Accenture values sociability, so answering something to the effect of, "I like
to watch my Star Wars tapes over and over and draw pictures of Boba Fett"
won't win you any points. Better to cite some kind of sport or collaborative
social activity, especially if it involves volunteer work. This is also a great
place to emphasize leadership skills - if you not only play softball but
organize the league, make sure to say so.
6. How many oranges are sold in the United States each year?
Another guesstimate. Try to winnow the problem down to a set of concrete
variables (population, number of producers, etc.) by asking for details.
7. If you were a consultant, how would you advise McDonald's to
increase its revenues?
Creativity counts, but make sure you base your answer in reality. Again, don't
be afraid to ask questions in order to set up your response (for instance, you
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35
Accenture
Getting Hired
might ask how McDonald's has performed against its competitors over the
last five years, then consider why it has performed the way it has).
8. How would you save your university money?
Several undergraduates report getting this at their group interview.
9. American Express wants to introduce a new credit card. How would
you advise them?
Questions to Ask
1. What challenges do you see for Accenture in the coming year?
2. Please describe how Accenture evaluates performance and what the
criteria for promotion are at the firm.
Accenture has a very complex and frequent review structure, which your
interviewer may or may not be pleased to share with you. Nevertheless, it's
important to ask the question, thereby showing your interest in building a
future for yourself at the firm.
3. What most distinguishes Accenture from its competitors?
4. How would my learning curve develop?
Again, a good way to show your long-term interests in the firm, but also
important to know given the varieties of career development paths available
at Accenture.
5. How is Strategic Services, which is so different from the other service
lines, being successfully integrated into Accenture as a whole?
"They should definitely be able to give you a good answer on this," says a
former consultant, "as in my opinion, this is one of the issues facing"
Accenture.
Compensation
Salary
Analyst (1st year): $35,000-$60,000 (depending on practice, alma mater and
cost of living adjustment, with strategy consulting analyst offers at $60,000
and process at the low end of the range.)
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Accenture
Getting Hired
Senior Consultant (1st-year MBA): $100,000-$120,000 (plus signing bonus)

Manager: $140,000 ($110,000 + $30,000 signing bonus)
Summer (MBA) Consultant: $3,000/week
Perks
Travel per diem
Laptop (for consultants)
Lavish "training exercises"
MBA tuition (for business analysts planning to return to Strategic Services)
Flexible time
"Landing spots"
Compensation time (in Strategic Services)
Overtime pay (until manager level, in all service lines but strategy)

CAREER
LIBRARY
37
VAULT CAREER GUIDES

GET THE INSIDE SCOOP ON TOP JOBS
Cliffs Notes
for Careers
FORBES MAGAZINE
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Accenture
On the Job
Day in the Life
Business Process Consultant
8:30 a.m.: I get to the client site and go directly into a team meeting. I've been
working exclusively at the client site for about six months; fortunately, it's
only 15 minutes from my apartment. We have team meetings about three
times a week, always with everyone on the Accenture team and usually with
people from the client side as well. The meetings can last anywhere from 30
to 45 minutes, and focus on what's going on for the rest of the day.
9:15 a.m.: I get to my desk and start going through my voicemails, e-mails
and octels (which is just a fancy name for an intra-office voicemail). I return
phone calls and log onto Instant Messenger, which I use to stay in constant
contact with various client team members throughout the day. I spend the rest
of my morning catching up.
12:00 p.m.: Lunchtime. My client site is enormous, and I can eat at the onsite
cafeteria, but I try to get outside at least once a day to breath some nonrecycled air.
1:00 p.m.: I get back to my desk, check my messages and start putting
together a PowerPoint for a presentation next week. Like most of my
colleagues, my afternoons are dedicated to writing - either presentations,
training guides or code.
4:00 p.m.: I've still got some work on the PowerPoint, but my messages have
built up over the last three hours, so I spend the rest of the day replying to
them.
6:00 p.m.: I'm outta here. Accenture doesn't stress working overtime,
especially in this economic climate where clients are very price-sensitive.
Fine with me - I meet some coworkers in the lobby and go for a drink, then
head home.
Technical Architect
9:00 a.m.: I arrive at my client site. I'm involved in a multi-year government
contract building and supervising back-end architecture, so my days have
gotten to be pretty routine. Nevertheless, there are spikes when I find myself
coming in at 8 am for several weeks in a row.
CAREER
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39
Accenture
On the Job
9:15 a.m.: After saying good morning to my coworkers, I sit down and start
through my messages. As someone involved more on the services side of
things, my highest priority is the task list, which consists of requests, both
internal and external. Sometimes routine, sometimes emergencies. Once I get
through my messages, I start in on the list, which usually lasts the entire
morning.
1:00 p.m.: Lunch time. These days I'm pretty involved with what I'm doing,
and there's nowhere nearby to go eat, so I usually just bring my lunch and eat
at my desk.
1:45 p.m.: Lunch is done, and I start in on the thing I'm actually getting paid
to do: writing code.
4:00 p.m.: Client meeting. I'm in touch with client employees all day, but
about twice a week we have team meetings with people from the client side.
These are usually voice conferences, but occasionally they involve sit-down
meetings.
4:45 p.m.: Back to my desk, I take care of the messages I didn't want to
answer in the morning, and then return to the code.
5:45 p.m.: I'm never really done with coding, so I work until a good stopping
point. But I rarely stay beyond 6 p.m., except during crunch times, when I'm
lucky to get out by 7 p.m.
Career Path
For undergraduates
At the entry level, new employees are called analysts. After two years at
Accenture, analysts become consultants. Consultants in process and IT
competencies are told they don't need an MBA to move up at Accenture.
"They tell you that they spend so much money training you, you don't need
an MBA," says one insider. "But if you do have one, they won't spit at you."
Still, "many leave after two years of their own accord." The exception is
strategy consultants, who "must have MBAs to be promoted." "They do
expect you to go for your MBA after two years as an analyst," confirms a
strategy consultant. "You can only stay for three years at the most, then they
kick you out." "In process, people start applying for their MBA after two
years. The Accenture line is that everything you need to succeed is right here.
If you go and get your MBA, you can come back to process, but you end up
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Accenture
On the Job
right in the same place you started from," says one insider. "You might move
up a little faster, or start at a slightly higher salary, but there is no reason to
do it. After about two years, people start clearing out for their MBA."
For MBAs
MBA-level consultants say that the career path at Accenture is fairly rigid,
"which can be either a comfort or a hindrance, depending on your mindset."
Most of the consultants at Accenture who have MBAs work in strategy, since
"there is no real need for them in process or IT, and I think there are a handful
in OHP." After getting the MBA, consultants are considered "senior" and stay
at that level for three years before becoming a manager. "It used to happen,"
says one savvy insider, "that you could become a partner at Accenture after
spending 10 years at the company, or five years in the case of MBAs. But
now that the firm has grown so drastically, it takes about 14 years to get to
partner. In the meantime, Accenture has created a junior partner level, which
can be attained after a decade. The process is faster in strategy; fast-track
senior consultants can make full partner within seven years."
Training
Training for entry-level process consultants consists of three weeks at the
home office where, according to one analyst, "they basically put a hose down
your throat," and another three weeks (traditionally at St. Charles) "where
they try to revive you." Process analysts, during their initial training, learn
how to "paint windows" - that is, create windows in Visual Basic and put code
behind them, which is reportedly "fun." Every year, consultants return to
their classrooms for further training. Accenture invests about 8 percent of its
revenue in training its employees to reach ever-greater levels in various
practice areas. Strategy consultants spend about two weeks at St. Charles
"learning business models, balance sheets, value chains, Porter's Five Forces,
that kind of thing." "The view of Accenture says a tech consultant, "is that
the methodology is so good that anyone can learn anything. Still, I don't see
a lot of history majors trying to learn C++."
One process analyst says that Accenture "does spend a lot of money training
you. Everyone comes out of school knowing different things. You work in
teams while training on computers. I mean, if you're right out of liberal arts,
you can probably learn, but you're not an MIS student." "They put you in a
group to learn coding. There are three people in the group. Typically, one
person is good, one is pretty good and one sucks." "There are consultants
there who act as your bosses. They are being evaluated too, for their skills as
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Accenture
On the Job
supervisors." Can you wash out? "There are horror stories," one analyst
admits.
Staffing
Consultants are staffed on projects "by a staffing coordinator who is in charge
of you. You call them, or they call you. You don't have much control over
your assignments. You have a little more control as a manager, but you never
have much control," says a manager. Strat consultants, on the other hand, say,
"networking to find your next engagement is encouraged."
Much feedback
Insiders say Accenture is "very focused on feedback." Feedback reviews take
place every four months. Your manager on your project conducts the reviews
(if you've had more than one project within the past four months, both
managers will review you). At Accenture, "they want to make sure that the
evaluations are as objective and fair as possible. They analyzed some of the
highest performers at Accenture to find out what objectives to quantify. Now
they have 15 business criteria and five personal criteria. The business criteria
are things like analytical skill and presentation. The personal criteria are
tenacity, attitude - that kind of stuff." There shouldn't be any surprises,
because "before every engagement, the manager goes through the sheet with
you and lets you know what is expected of you." The reviews are both oral
and written, and consultants are given ratings. "You get a number, 1 to 5,"
says a process consultant. "One is the best and very rare. If you have
consistent 1s, you get promoted to manager in five years. If you have 2s or
3s, you can be promoted in five and a half or six years. If you have 4s, it will
take you six years. If you have 5s, then they give you a cube and tell you to
call employment agencies."
"You really do have to play the game," says a consultant. "You can't ruffle
the feathers of your manager. You have to get along. The thing is, a lot of
the reviewers are not that much more older or experienced than you. They
are not particularly qualified. Some of the reviews are based on personal
factors." As you become more senior, "part of your review is how much and
how well you contribute to Knowledge Xchange." (Knowledge Xchange is
Accenture's internal electronic library, containing project plans, deliverables
and more.) Strat consulting is said to be more "non-hierarchical and
easygoing. Because Accenture is a breakaway organization and Strategic
Services broke away from process, we have a flat and entrepreneurial feel."
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Accenture
On the Job
Summer internships
Accenture is "desperate to hire people from top-tier schools," and its
internship program does its best to attract those bright-eyed MBAs. (Most of
them are MBAs and work in the management consulting service line, though
the consultancy also has an internship program in business process for
undergraduates. Interns are treated as "senior consultants" (or in the case of
undergrads, full-fledged analysts). Accenture hires and deploys interns all
over the world. One intern who spent a summer in New York says, "There is
no big marquee event, like the Booz Cruise (a four-day Booz Allen cruise to
some tropical locale), but there are small fun things. In Europe, there is a trip
to EuroDisney. And here in New York, there was some kind of event every
Thursday. We went to a Mets game, or one week, we took a small boating
trip all the way to Boston." All summer events at Accenture "are sponsored
by an industry group, like health care or energy. All the associates from that
group come, and you get to meet them and talk to them."
Most assignments that come down the pike for summer interns seem to be in
"strategy and logistics." "You have a staffing coordinator, and you tell them
your preferences. The coordinator then matches up supply and demand.
They do a good job of matching up your specific interests." Former interns
say they are "treated and staffed as a regular member of the team-you discuss
strategic issues with key clients, formulate strategy and make presentations."
This is definitely a working summer: "Some people work 14-hour days,
though that is not the norm. Fifty to 55 hours a week is." In general, "people
don't work on weekends."
Summer interns are reviewed twice: "midsummer and end of summer." They
are assigned "a few people: a peer, someone who's been a senior [for] a year,
and a manager or partner. They are responsible for guiding your career." The
reviewer is typically "the person you're reporting to on your project, and your
performance is quantified to a certain degree." Offers come on the last day
of the summer, normally from the mentor.

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43
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Accenture
Final Analasys
Accenture, with more than 75,000 employees, doesn't look like it will be
overpowered by its competition anytime soon. By any standard, it has come
a long way since 1989, when the firm had a comparatively piddling 21,000
employees. Just over a decade old, the firm is now the second-largest (in
terms of revenue) consulting firm in the world (behind IBM Global Services),
and it has positioned itself as one of the leading technology and process
solutions firms worldwide. The firm is hurting somewhat from the downturn
in the economy, as many companies have opted to delay major investments
in technology. Nevertheless, Accenture has done remarkably well - proof that
size does matter, but also that a big operation can be a flexible one. If the firm
is able to use its IT expertise to carve out a greater share of the general
management consulting market, the future holds even greater promise.

CAREER
LIBRARY
45
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Accenture
Recommended Reading
A great way to familiarize yourself with "Accenture-think" is to visit the
"Research and Insights" section of the company's web site. Of particular note
are Outlook, Accenture's online magazine, and the white papers produced by
the Accenture Institute for Strategic Change.
"Crucibles of Leadership," Warren G. Bennis and Robert J. Thomas,
Harvard Business Review, September 2002.
"Just-in-Time Delivery Comes to Knowledge Management," Thomas H.
Davenport and John Glaser, Harvard Business Review, June 2002.
"Q&A: Bringing Ideas to market," Peter Haapaniem, Chief Executive, June
2002.
"Accenture: the Positive," Margaret Popper, BusinessWeek, March 5, 2002.
"A Rose by any Name," Forbes, March 4, 2002.
"Enterprise IT at the Crossroads," Thomas H. Davenport, CIO magazine,
March 2002.

CAREER
LIBRARY
47
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EMPLOY

BY THE STAFF OF VAULT

2003 Vault Inc.

Copyright 2003 by Vault Inc. All rights reserved.

Service Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Select Recent Transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

OUR SURVEY SAYS

Addresses to Apply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33

Visit the Vault.Consulting Career Channel at http://consulting.vault.com with

Day in a Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

Final Analasys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

Recommended Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47

2003 Vault Inc.

expected to be connected to IT services in 2004, up from 57 percent in 2000,

2003 Vault Inc.

WHAT EMPLOYEES AT OTHER FIRMS ARE SAYING

WHAT EMPLOYEES AT OTHER FIRMS ARE SAYING

"The Big Dawg"

Visit the Vault Consulting Career Channel at http://consulting.vault.com with

Consulting Resume Writing

Consulting Career Coaching

For more information go to

I have rewritten this resume

Visit the Vault.Consulting Career Channel at http://consulting.vault.com with

The 1960s and 1970s saw massive international expansion at Arthur

2003 Vault Inc.

A shot rang out

The divorce is official

Visit the Vault Consulting Career Channel at http://consulting.vault.com with

Shaheen says adieu

2003 Vault Inc.

Forehand comes to the forefront

the top ranks of management, ousting Shaheen loyalists while adding a

2003 Vault Inc.

computer-based and web-enabled training programs via a web-based learning

Out of the VC game

Thinking 'bout the government

The move offshore

Making votes count

New clients and allies

2003 Vault Inc.

Visit the Vault Consulting Career Channel at http://consulting.vault.com with

consultancy. Microsoft is rumored to be interested in acquiring Accenture to

2003 Vault Inc.

Technology and Outsourcing

software in developing customized client solutions. Solutions Engineering

2003 Vault Inc.

Visit the Vault Consulting Career Channel at http://consulting.vault.com with

2003 Vault Inc.

Chief Strategy Officer: R. Timothy S. Breene

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How many consulting

Vault Consulting Job Board

VaultMatch Resume Database

July 2003: Voting on the future

March 2003: Further job cuts

January 2003: Leading indicators

January 2003: Tops up top

November 2002: Book it

book, edited by CRM managing partner John Freeland, outlines principles

September 2002: The art of consulting

September 2002: That's the idea

August 2002: Accenture sells venture and

July 2002: Accenture to cut management staff