Accenture Announces Progress Toward a Gender-Balanced Workforce

"We believe that the future workforce is an equal one, and our ambition is to be the most inclusive and diverse company in the world," said Pierre Nanterme, Accenture's chairman and CEO.

As part of its celebration of International Women's Day, Accenture (No. 14 on the DiversityInc Top 50 Companies) has announced that women now account for 41 percent of its global workforce, up from just under 40 percent in June 2017, when the company first announced its goal of achieving a gender-balanced workforce by 2025.


"We believe that the future workforce is an equal one, and our ambition is to be the most inclusive and diverse company in the world," said Pierre Nanterme, Accenture's chairman & CEO. "Our diversity makes us stronger – and we embrace it as a source of innovation, creativity and competitive differentiation."

Accenture currently has more than 170,000 women in its global workforce. Over the past several years the company has set – and achieved – milestones on the path to having women account for 50 percent of its workforce by 2025. Accenture surpassed its goal of having women comprise 40 percent of new hires worldwide by 2017. The company reached this goal a year early, in 2016, and last year women comprised 45 percent of new hires.

"While we are pleased with our progress, attracting and advancing our women continues to be a key priority," said Ellyn Shook, Accenture's chief leadership & human resources officer. "Setting goals and making them public allows us to collaborate with our people, clients and communities to accelerate the pace of change. It takes bold leadership and comprehensive action to create a culture of equality where everyone can advance and thrive."

Earlier this week, Accenture released new research, "Getting to Equal 2018," which shows that creating a culture of equality unlocks women's potential and uncovers the key drivers of a workplace culture in which everyone can advance and thrive. By identifying the factors that can foster a culture of equality, the report helps leaders of businesses and organizations define and implement strategies to close the gender gap in career advancement and pay. Additionally, Accenture is committed to the Paradigm for Parity® 5-Point Action Plan to support its goal of achieving a gender-balanced workforce.

The company is celebrating International Women's Day in nearly 50 countries. Its San Francisco event will be broadcast live on accenture.com/IWD.

To learn more about Inclusion & Diversity at Accenture, visit accenture.com/diversity.

Successful Companies Pivot to New Opportunities by Revitalizing – Not Neglecting – Their Core Businesses, Accenture Report Finds

Report identifies three actions common to the six percent of companies that have embraced the future most decisively

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Originally Published by Accenture.

The majority (54 percent) of C-level executives expect their new business activities to generate at least half of their company's revenues within the next three years, even though only one-third (33 percent) of the executives said their company currently generates more than half of its revenues from business activities started in the past three years, according to new research from Accenture.

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Accenture Commits $200 Million to Education, Training and Skills Initiatives over next Three Years to Equip People Around the World for Work in the Digital Age

Commitment includes company's Skills to Succeed goal to equip more than 3 million people with job and entrepreneurial skills by 2020.

REUTERS

Originally published by Accenture.

Supporting its vision to improve the way the world works and lives, Accenture (NYSE: ACN) is committing more than US$200 million over the next three years to help equip people around the world with job skills for the digital age.

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REUTERS

Originally Published by Accenture.

While most companies recognize the value of a digitally enabled supply chain – empowered by new technologies like artificial intelligence, blockchain, big data and analytics ­– many chief supply chain officers (CSCOs) are not leveraging their C-suite counterparts to help reinvent the supply chain function and transform it into an engine of new growth models and customer experiences, according to new research from Accenture.

The research report, Drive Your Own Disruption: Is your supply chain in sleep mode?, reveals that the 900 supply chain executives surveyed were more likely to say that they see their function in two years as a cost efficiency driver (60 percent) or a support function (68 percent) than as a competitive differentiator (48 percent) or a growth enabler (53 percent) within their organizations, which can leave significant value on the table.

"Supply chain executives should take no comfort in being categorized as a support function," said Mohammed (Mo) Hajibashi, a managing director at Accenture and global Supply Chain lead in its Products industry practice. "In this digital era where customers demand speed to market and hyper-personalization, these executives need to ensure that their supply chain function is not only a key differentiator but also ensures the sustained growth of their organizations. The fast and efficient adoption of the right new technologies that enable a new way of working, along with increased C-suite engagement with the supply chain function, are the keys to achieving growth via new digital business models that create new customer experiences, craved by the consumer."

Accenture research found that 80 percent of the supply chain executives surveyed identify the chief information officer or chief technology officer – not the CEO, chief operating officer (COO) or chief financial officer (CFO) – as key stakeholders, even despite the major role the CFO has in making technology investment decisions and the COO's role in designing the operating model.

Furthermore, in many organizations, the supply chain isn't seen as a driver of differentiation and aggressive growth. Meanwhile, the CSCOs blame the absence of a clear business strategy (cited by 43 percent of CSCOs surveyed), together with an inadequately skilled workforce (48 percent) and incompatible legacy systems (44 percent), for their function's inability to drive value for the organization.

How To Overcome C-suite Challenges

According to the report, CSCOs have an opportunity to work with the full C-suite to overcome three core challenges – leadership, labor and legacy technology – and move their function toward better and more strategic partnerships that will provide the organization with increased value-driving potential.

  • Leadership. The CSCO will need to be better aligned with business strategy and build a new and productive working relationship with the executives responsible for long-term digital investment: the CFO and COO.
  • Labor. CSCOs need to build a workforce that focuses on core supply chain workers, "adaptive" (part-time and on-demand) workers and artificial intelligence / robotics — all working together to drive productivity at speed. The CSCO will also need to leverage their C-suite connections to secure support for a reskilling strategy founded on continuous learning.
  • Legacy Technology. Digitally decoupling legacy systems provides a less-resource-intensive and more impactful way to drive agility than spending on new, more compatible systems. CSCOs can start by decoupling data from their legacy IT systems, replicating it and moving it, in real time, to cloud-based data "lakes" that are accessible to customers.
To find out more about the report, visit Accenture.com/wakeupyoursupplychain. Join the conversation at @Accenture #supplychain and #wakeupyoursupplychain.
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Twenty-one white people (including seven male board members and CEO Steve Simon) of a total of 22 people in the World Tennis Association's (WTA) management made the call to boot Serena Williams from seeding for the French Open for having a baby.

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