Accenture Named a Leader in Salesforce Implementation Partners Report

Accenture received the highest possible score in business transformation, prebuilt IP, market approach, innovation road map and partner ecosystem.

REUTERS

Accenture (No. 14 on the DiversityInc Top 50 Companies list) has been recognized as a leader and "stands out in scale, breadth, depth and focus on transformation" among global Salesforce Implementation Partners by Forrester Research, a leading global research and advisory firm.

"The Forrester Wave: Salesforce Implementation Partners, Q3 2017" report evaluated 11 of the vendors that matter most for digital transformation, based on their performance in three main categories: current offering, strategy and market presence.

In making its assessment, Forrester noted the following findings:


  • Accenture services run the full gamut of client needs – from ideation in its own design studios or using the Salesforce Ignite and Spark methodologies to implementation to ongoing support.
  • Accenture also holds a unique partnership – which means it is often a first mover in newer products and invests significantly in co-innovation with Salesforce and Salesforce customers.
  • Accenture is particularly well suited to larger, global, and more complex deployments where business transformation is a goal, as well as to clients looking to be on the bleeding edge of technology.

Accenture received the highest possible score in business transformation, prebuilt IP, market approach, innovation road map and partner ecosystem. As the largest provider of Salesforce Services globally, Accenture also scored highest in the client experience and practitioners and skills criteria.

"We are thrilled about being recognized by Forrester as a leader in Salesforce implementation.  We believe this confirms that we're on a path to deliver exceptional value and meaningful business outcomes for our clients," said Saideep Raj, senior managing director of Accenture Cloud First Applications. "Accenture is driving Salesforce's largest transformational projects with a track record of thousands of Salesforce implementations at more than 1,000 enterprise organizations. We bring deep industry expertise, and customer experience engagement combined with market-leading intelligent automation."

Accenture was one of the first global companies to establish a strategic alliance with Salesforce and continues to strengthen its position as a leading Salesforce partner. From introducing nearly 20 new industry solutions to training one of the largest ecosystem workforces, Accenture is unique in the Salesforce ecosystem.  Accenture employs more than 11,000 Salesforce-skilled professionals and has invested in seven acquisitions in recent years as part of its investment in Salesforce capabilities. Since 2014, the seven Salesforce-related acquisitions include Phase One, Media Hive, New Energy Group, CRMWaypoint, Cloud Sherpas, Tquila and ClientHouse.

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

REUTERS

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.

Read More Show Less

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.

Read More Show Less
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.