Accenture Odc 131208145120 Phpapp02

• Made by • Team 9(Da Vinci)

Submitted by:Mayank Chandna 221179Saptarshi Chakraborty 221130Vikalp Mehta 221167Shruti Dodla 221139Shambhavi Singh 221132Utkarsh Kumar Singh 221156Vaibhav Tripathi 221162

Brief Overview

❖ Started of as Anderson consulting

❖ Headquartered in Dublin, Ireland

❖ World’s largest consulting firm❖ Multinational management

consulting, technology services and outsourcing company

❖ Consistent of Fortune Global 500 list, known for innovative marketing campaigns and having 87 of top fortune 100 companies as it's clients .

Mechanistic Structure

❖ Centralization: Decision-making kept as high as possible.Most communication is vertical.

❖ Standardization:Extensive use made of rules & Standard Operating Procedures

❖ Much written communication❖ Individual specialization:

Employees work separately and specialize in one task❖ Simple integrating mechanisms:

Hierarchy of authority well-defined

Advantages

Disadvantage of Structure

Charles Perrow Technology TypologyLow High

High

low

Woodward technology typology

High Technical Complexity

Company struture according to WOODWARD

1. Accenture follows Organic structure

2. It also follows tall structure with narrow span of control ( 10-12) w.r.t first line of managers

3. Cost of Operation involved is low

4. Levels in hierarchy is between 6-8

Thompson Technological Uncertainty

• Company uses mainly sequential long linked technology which requires high planning and scheduling.

Business Strategy

• Business and Operating Model Strategy It help to anticipate industry trends & create resilient and flexible

business models to deliver the best strategic outcomes.

• Innovation and Product Development  It helps clients bring innovative ideas to market more successfully

while creating sustainable cost and capital efficiencies.

• Corporate Development and Growth  Accenture helps executives address the complex issue of delivering

efficient growth and operational performance by ensuring robust strategy and planning mechanisms and successful execution.

• Digital Business Strategy Leaders work with Accenture to build their digital business. A digital business

innovates business outcomes through unique customer experiences and new combinations of information, business resources, and technology.

• Enterprise Transformation It has developed a comprehensive methodology to understand business models,

hypothesize changes, and evaluate the economic cost/benefit case of strategic alternatives. The proprietary assets developed through years of transformation experience and thought capital help to accelerate delivery and enhance the way we collaborate with clients.

• Manufacturing Strategy and Operations It collaborates with manufacturers to help them devise agile

strategies, managing across a global ecosystem of suppliers, partners and customers.

Technology strategy

• Enterprise Architecture and Application Strategy

Our experienced professionals assist companies across  industries to create and implement effective enterprise architectures and application strategies.

• IT Strategy and Transformation  It has built world-class IT strategy consulting capabilities to help

organizations capitalize on emerging growth prospects, high levels of IT efficiency and position the IT organization and business for the future.

Business Continuity Management (BCM) Policy

• To meet strategic, operational, contractual, legal and client requirements. Compliance with this policy is mandatory for all Accenture in India employees, service providers and building occupants

•Ensure that the business continuity activities are conducted and implemented in an agreed and controlled manner so as to cause minimal impact to business from various disruptions

• Achieve and maintain a business continuity capability that meets the business needs and is appropriate to the size, complexity and nature of Accenture’s growing business in India

Objectives•Establish adequate levels of prevention and resilience in Accenture’s services

•Protect and support Accenture’s employees, assets and business in the event of disruption

•Resume normal business activities within the best possible timeframe to meet the business, client, contractual and legal requirements of BCM

•Impart awareness of business continuity to all employees

•Ensure necessary arrangements are made with third-party service providers, vendors and suppliers so they will be able to support critical services in the event of a disruption.

Organizational Environment

Specific Environment• The forces from outside stakeholders group

that directly affect an organization’s ability to secure resources.

General Environment• The forces that shape the specific

environment and affect the ability of all organization in a particular environment to obtain resources.

General Environment• Economic Forces: Accenture tries to obtain its

input of service from countries having lower wage rate for e.g. 45% of employees are from Indian and other developing nations

• Technological Forces: Field force automation technology help capture real time information and thus clients can take decisions without time delay. It increases efficiency too.

• Political, Ethical and Environmental: Accenture complies with local government’s laws and regulations.

Porter’s Five Forces❖ Companies have

multiple options to choose from

❖ But switching and transitions cost for a company are high

❖ Company employs mainly engineer

❖ India has a lot of skilled work force .

❖ Company mainly caters to big projects requiring extensive infra .

❖ Thus threat if new entrants is low

❖ Too many services in the IT sector in the country

❖ Hence there is relatively high threat

❖ High competition in Indian IT industry due to presence of a relatively large number of big players like TCS, Infosys, Wipro, HCL etc

Organization Culture

Core Values

Mergers and acquisitions