Case Study Review of Accenture

Global knowledge management would be the best practice for multinational corporations to realise the benefits of worldwide learning, and in term to optimise their competitive advantage. Therefore, the ways and the extent that multinationals can achieve this learning in the real world would be the interest of this essay. The paper will firstly explore the essence of knowledge and research why knowledge management is important to organisations. Then will shift to examine how corporations in recent years manage to take the advantage of global knowledge management by developing information technology system, and will also identify the challenges and limitations that organisations may face if fail to take the local response into consideration before reaching a logical conclusion.

As a part of “$1 billion revenues by 2014”, the success of this initiative progrom great depended on the knowledge management function. KM would help in the ideation process and would provide critical IT systems support through Neuron. According to the process of the “5*50” initiative program, the KM function would alter its roles and responsibilities in following fields：

(1) KM strategy, the objective is to manage, share, and create relevant knowledge assets that will help meet tactical and strategic requirements (2) Organizational culture, influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share knowledge (3) Organizational processes, the right processes, environment, & systems that enable KM to be implemented in the organization (4) Management & Leadership, the roles and dynamics of needs/ solutions required at various levels (5) Technology, the systems, tools, and technologies that fit the organization requirements- properly designed & implemented (6) Politics- the long term support to implement and sustain initiatives that involve virtually all organization functions (Frost,

As per the 14th Annual Global CEO Survey by Price Waterhouse Cooper for the year 2011, the need had been identified to bridge the gap of global skills as one of the biggest concerns, specifically for companies considering attraction, recruitment, development and retention of talents across the globe (Moran, 2014). Costly mistakes, frustration, and confusion are the main consequences of absence of global skills mainly because of ignorance regarding the effect of culture across the work place. This is because ignorance of culture differences result in unproductivity across the organization (Latimer, 2012).

This Industry Analysis is on Technology Consulting and Outsourcing Services. Focusing on companies providing Global IT consulting services in this industry. This report will provide industry financial projections, competitors market capitalization, market share, and challenges.

There are diversified organizations that seek to update and store data and use it for organizational specializations to attain their strategic goals and objectives. This will help in achieving core competency by selecting best-in-the-world offshore sourcing. Offshore expansion of IT industry aids to activate large amount of quality innovation that can be expensive to operate in-house. A network of IT industries in global scenario builds the production capability to such a strong level that it cater with changing demand by assuring a low-cost approach. Offshore sourcing ensures the minimal time of project cycle. Thus, it interconnects multiple skilled operators, who are working simultaneously from different IT platforms of the world to develop specialized projects. Client can have complete satisfaction, as the project includes different individuals working to frame their tasks. IT offshoring was primarily focused on the output and cost effectiveness agenda, but over time the motif has converted to employing high quality performers, who can operate multiple strategic tasks (Bloch, Boskovic, & Weinberg, 2009). IT companies offer freedom to apply

Organizations today are vastly becoming more global and international thanks to the advancement of technology. Global and international businesses are motivated by several goals, including the pursuit of new discoveries, the desire to attract the brightest minds, provide unparalleled knowledge, skills and information. The scope of international and global industries continues to expand today as more businesses and organizations are developing a more strategic approach to international partnerships and the ability to provide a means to sustain meaningful relationships. It is important for leadership to understand and recognize global and international challenges with cultures and the skills needed when communicating.

One of the most important forces of outsourcing is that organizations do not have gain the needed and required sources internally. And they have a difficulty in integrating and attracting expertise, where outsources own capabilities on a global level, modern technologies and other required resources. Also, by outsourcing the cost of keeping employees and consultants for short term is reduced. Furthermore, outsourcers are able to offer better career opportunities for business IT staff if they decide to transit to the outsourcer. As the manager of BP Company viewed the main reason of BP Company outsourcing is that "it has become increasingly apparent that service companies provide us with technical skills and ideas that we could no longer develop inside our own company" (Kremis, 2006).

There will be a general growth trend in the global consulting market, with emerging markets becoming more profitable and important in the foreseeable future (Salifu). Companies will also increasingly seek wholistic consulting services (Salifu). Our research corroborated this trends, as well as gave us more insight into the future of business consulting. Saliently, it indicated that changes in the economic, technological, business and political environment are set to affect the consulting industry. Consequentially, it will affect the function of consultants as well as companies in this industry.

Management consulting is helping other organizations make best possible decisions to maximize their profits, not necessarily generating more revenue. The field of this job has been growing in the past two decades. The focuses of management consultants have been changing over the time. However, even people in the field don’t know the historical back ground of the management consulting firms and how the industry has changed in the past. This article covers these following three things: (1) a brief history of management consulting, (2) characteristics of management consultants in the past, (3) characteristics of management consultants now.

Enterprises are having to quickly change their value chains and supporting subsystems, processes, platforms and procedures to more effectively support globalized operations. Despite the common assumption that globalization and transnational IT operations are undertaken for cost reduction, a more common motivation on the part of enterprises is to capitalize on the unique expertise and knowledge in a given country or region (Gill, 2011). From this vantage point, it can be seen how transnational IT operations are a lagging indicator of the shift in intellectual property and market expertise over the long-term. The ability of any enterprise to orchestrate the many facets of its value chain across multiple geographies while at the same time managing product quality, service levels and take into account cultural nuances will over time dominate an industry (Sammon, Adam, 2005). The intent of this analysis is to evaluate how the transfer of work, quality management, global networking and service levels dictate the level of performance for transnational IT strategies. Included in this assessment are the culture diversity and language-based differences that every enterprise must contend with when challenged with global growth. The most effective approach is to compare the advantages and disadvantages of transnational IT, taking into account the most strategically important issues in the process. The most critical of all these factors is

Accenture Duck Creek with a “pay as you grow” Pricing model, offers out-of-the-box templates and integration accelerator to minimize pricier custom development and maintenance i.e. dependency of insurers on Accenture for future developments.

The case focuses on strategies incorporated by Infosys Technologies, a leader in IT solutions provider in India, and their challenges faced to mark their presence in the Consulting domain. Driven by the aspiration of COO Kris Gopalakrishnan to “compete with the best” and to be ranked alongside IBM and Accenture in the business and information consulting industry, Infosys Consulting (ICI) was established in April 2004 as a wholly owned U.S. subsidiary of Infosys Technologies. ICI was headed by five managing partners namely-

Accenture is a global management consulting, technology services and outsourcing company with over 129,000 employees in 48 countries with over $15.5 billion in net revenues in 2005. Accenture was formerly know as Arthur Anderson and started conducting business under the name Accenture on January 1, 2001. Accenture is a Bermuda holding company with subsidiary, Accenture SCA, a Luxemburg partnership limited by shares. The Comp SCA. Accenture operates its business through subsidiaries of Accenture SCA (www.bigcharts.com).

This is more so in Knowledge management as knowledge creation and transfer are largely depend on cognitive processes exercised by the human brain and what is more involves socio-cultural interactions that IT remains unable to capture. Rightly, Mohamed et al. conclude: “IT as a utopian panacea will fail. Equally, the KM initiative that undervalues IT will follow suit”. The socio-cultural interactions in knowledge transfer are the most amorphous and form the bulk of tacit knowledge. To capture the inclinations of respondents on them, the following statements were provided in the questionnaire. Wasko and Faraj explain using social capital theory that a strong culture embedded in network favors knowledge sharing. “People contribute their knowledge when they perceive that it enhances their professional reputations, when they have the experience to share, and when they are structurally embedded in the network. Surprisingly, contributions occur without regard to expectations of reciprocity from others or high levels of commitment to the