Accenture Appoints Natalie Heisler as Managing Director, Analytics Lead for Canada

Heisler will help clients embed analytics across their organization to drive business outcomes and digital transformation from new intelligence.

Accenture (No. 14 on the DiversityInc Top 50 Companies list) has appointed Natalie Heisler as managing director for Accenture Analytics in Canada, effective immediately. In this role, Heisler will help clients embed analytics across their organization to drive business outcomes and digital transformation from new intelligence.


With a strong team of data scientists and technology, consulting, and design professionals, Heisler will focus on ensuring that Accenture is bringing the best analytics experience and solutions to its clients.

"I look forward to helping our clients embed analytics that is powered by artificial intelligence and machine learning into the DNA of their business," Heisler said. "We can deliver cost efficiencies, revenue growth and new opportunities for our clients' business by unlocking value trapped in data, at unprecedented speed and scale."

"We are excited to have Natalie join Accenture, and she will ensure that Accenture's global analytic capabilities, assets and ecosystem bring value to our clients in Canada," said Stephen Gardiner, managing director of Accenture Digital in Canada. "Natalie has a wealth of analytics experience with relevant platform and professional services skills, in addition to her proven ability to manage high performance teams."

Educated as a statistician, Heisler holds a M.Sc. in Mathematics from Queen's University and a Bachelor of Arts in Psychology from the University of Windsor. Heisler has worked in analytics throughout her career, including recent positions with Qlik, MicroStrategy, SAP and SAS.

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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.