Profile of Accenture Accenture’s Matrix Organization Mode of communication in Accenture Effective communication in Accenture Culture in Accenture Mechanistic Structure Organic structure Formal communication INFormal communication Vertical Communication: Upward and downward flows of communication Horizontal Communication: Diagonal Communication: INTERNAL COMMUNICATION: EXTERNAL COMMUNICATION: EMAIL MINUTES OF MEETING Individualism and group:

1. Accenture
Guided by:
Dr. Radhika Gandhi
Assistant Professor
Faculty of Management
Ph.D. Section ,GTU
Presented by:
20.Avani Kacha
60.Pranav Veerani
Gujarat Technological University
GRADUATE SCHOOL OF MANAGEMENT STUDIES
Business Communication Etiquettes

2. Flow of Content
Profile of
Accenture
Accenture’s
Matrix
Organization
Mode of
communication
in Accenture
Effective
communication
in Accenture
Culture in
Accenture
References

3. Profile of Accenture
• Accenture is a global management consulting,
technology services and outsourcing company,
with more than 305,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries and business
functions, and extensive research on the world’s
most successful companies, Accenture
collaborates with clients to help them become
high-performance businesses and governments.
Founded :1989
Founder :Arthur E.
Andersen
CEO :Pierre Nanterme
Industry :Technology
Sector :Public
Headquarters:
Dublin, Ireland

4. Profile of Accenture
• Accenture is focused on working with large projects
and large companies. There are a few medium-sized
companies they are working with but that is rather
seldom. Some examples of their big customers are
BMW and Deutsche Bank.
• Today, Accenture has approximately 459,000
workforce with approximately 4,500 senior
executives and can claim their global reach to consist
of offices and operations in more than 200 cities in
53 countries situated in the Americas, Asia-Pacific,
Europe, Middle East and Africa.
• The revenue in 2018 was 39.6 billion US-Dollars.
Accenture has five
businesses:
Accenture Strategy
Accenture Consulting
Accenture Digital
Accenture Technology
Accenture Operations

5. History of Accenture
• Accenture has its origins in the Arthur Andersen Group. One branch of the
Andersen Group was Andersen Consulting. In the 1980’s this branch broke
up from the rest of the company. In 2001, after Andersen took part in the
Enron scandal Andersen Consulting had to change its name. They launched a
competition to get a new name for the consulting company. It was a Danish
employee who thought about their company giving an accent on the future.
That’s how Accenture was established.

6. Accenture’s Matrix Organization
• Accenture's high-performance business strategy is purely based
on its experience in consulting, technology and outsourcing to
improve its client's performance. The key to this is its Matrix
organizational structure which works on a project basis. In
Accenture, each project has a project manager and a functional
manager. Thus each employee or project worker has two
managers who ensure that work is done smoothly and efficiently.

7. Accenture’s Matrix Organization
• Accenture is primarily a services company. They’ve organized
themselves into client facing specialty areas called market units
and matrix support organizations called service lines.
• Accenture treats these market units as individual companies. They
have individual financial and resource management accountability,
and have authority to incubate and launch new ventures.
• The purpose of market units goes far beyond simple
accountability and classification issues.
• Accenture has created communities of practice and expertise.
• These communities create knowledge and career development
models, mentor within their practice, and best balance employee
needs against expertise required to support clients.

8. Accenture’s Matrix Organization

9. Accenture’s Matrix Organization
• These service lines represent broad functional areas needed to
support most client engagements. This is the “home office” of
most Accenture employees. Here individuals gain basic
knowledge, have access to specialized expertise, and are managed
as a corporate asset.
• From here employees are assigned to market units or specific
client engagements. Often, employees matrix to a particular
market unit for the remainder of their career.
• This semi-permanent market unit affiliation supports tailoring the
expertise of their service line to their specific market context.

10. Accenture’s Geographic Units
• Beyond the market unit and service line
organizations, Accenture also utilizes small
geographic offices. These offices serve as regional
expertise, working legal, patent, political,
transportation, and cultural issues.
• Realization of these needs is what distinguishes a
global company from a worldwide company.
• The former adapts itself to the region and its
customers, while the later simply sells worldwide.
This sensitivity and respect for different cultures,
coupled with a regionally diverse workforce,
greatly expedites Accenture’s access and product
delivery throughout the world.
Standard Across Market Units

12. 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(E-mail ,
Skype )
• Individual specialization: Employees work
separately and specialize in one task
• Simple integrating mechanisms: Hierarchy
of authority well-defined.
Pros:
>Easy Coordination
>Lack of discrepancy
>Enables Faster decision
making
>Better control over an
individual
Cons:
>Lack of flexibility
>Lack of creativity
>Gives a lot of power to
supervisors

13. Organic structure
•Flatness: communications and interactions are
horizontal.
•Low specialization: knowledge resides
wherever it is most useful.
•Decentralization: great deal of formal and
informal participation in decision making.
•Much verbal communication
•It also follows tall structure with narrow span
of control ( 10-12) w.r.t first line of managers.
•Cost of Operation involved is low
Pros:
>Empowered employers
>F2F Communication
>Little direct supervision
>Mutual adjustment
Cons:
>Ineffective Leadership
>Unproductive Directives
>Communication
Barriers.

14. Mode of communication in Accenture
Formal communication
• Structured and generally involves .telling. or instructing
• Regulatory communications and decisions
• Letters, emails
• Superior-subordinate relationship. Ex : Senior manager-
software engineer ,vice-versa.
Informal communication
• Often less structured information in a variety of
mediums
• Any direction , with speed
• Voice, phone, f2f
• Software engineer to other software engineers or other
department employees to communicate in informal
way.

15. Mode of communication in Accenture
Vertical Communication:
Upward and downward flows of communication constitute ‘Vertical
Communication’. In such type of communication message or
information is transmitted from the higher authority to the
subordinates, and vice versa.
Manager Manager
Software
engineer
Software
engineer
Downward
Upward

16. Mode of communication in Accenture
Downward Communication
>The flow of information or understanding from the
persons occupying higher positions to those at lower
levels.
>It usually passes through written orders, reports and
manuals.
Upward Communication
>It moves from the subordinates to the superior
managers.
>Submission of reports and suggestions, opinions and
attitudes, complaints and grievances belong to this
category.

17. Mode of communication in Accenture
Horizontal Communication:
>Horizontal or Sideways Communication’ takes place between two subordinates
or managers at the same level and under the same superior.
>It is specially important in large or decentralized organizations.
Staff people help to transmit information among the positions and units at the
same level.
Manager Manager
Software
engineer
Software
engineer
Horizontal
Horizontal

18. Mode of communication in Accenture
Diagonal Communication:
Communication among the executives or employees of different departments is
called ‘Diagonal Communication.’ No definite direction is followed—upward,
downward and horizontal communication takes place in it. Both oral and
written means of communication are used. It is mainly informal. A good relation
between the subordinates and superiors is built up. It is very useful in solving
the problems and avoiding conflict, but the chances of spreading rumors are
high.
Product
Manager
Functional
Manager
Electronic
engineer
Software
engineer

19. Mode of communication in Accenture
INTERNAL COMMUNICATION:
Effective communications among participants
within an organization.
In this context internal communication can help
on several different levels:
• Tell: simply informing people of the direction,
non-negotiable
• Sell: anticipating some form of backlash,
requiring some persuasion
• Consult: seeking specific areas of input to the
decision-making process
• Involve: seeking varying degrees of
involvement and co-creation.
EXTERNAL COMMUNICATION:
• Transmission of information
between a business and another
person or entity in the company's
external environment.
• Examples of these people and
entities include customers,
potential customers, suppliers,
investors, shareholders, and society
at large.

20. Mode of communication in Accenture
LETS NOW SEE WHAT ARE THE MODES ACCENTURE USES IN
COMMUNICATION WITH:
• PEOPLE WITHIN ORGANISATION
• OUTSIDE ORGANISATION

21. EMAIL

22. MEMO

23. MINUTES OF MEETING

24. MINUTES OF MEETING

25. PROPOSAL

26. REPORT

27. MEDIA ADVERTISING

28. Mode of communication in Accenture
• Effective communication strategies have been identified as a critical
success factor for businesses. Maintaining excellent communication,
internally and externally, is paramount to the achievement of the
organization’s goals, especially when change occurs.
• So Accenture , Named the most admired information technology
services company, owes its success to its effective mode of
communication both internally and externally.

29. Effective communication in Accenture
• Clear and consistent messages that win the attention of people.
• Communication using plain English that is easy to understand, with no
jargon.
• Positive messages that inspire and motivate people to ensure participation.
• Sharing of knowledge, ideas, and feedback in all directions across the
organization.
• The use of multiple channels to reinforce understanding.
• A no-blame culture, creating an atmosphere of trust and openness with all
stakeholders.
• Realization that listening to internal and external customers is the key to
success.

30. Culture in Accenture
• Accenture has a high hierarchy structure.
But the culture is very open, so it is easy
for people in different levels to
communicate with each other. In a
project, a person on the highest level
takes the responsibility. If there is more
than one on this level, the most
experienced person is on lead.

31. Culture in Accenture
• New employees start in the company as Analysts, usually they have
just finished university. A person works as an analyst for 2 or 3 years.
Tasks for analysts consist of research, presentations and training. If
you have working experience from another company, you can
possibly start on the next level.
• After that it’s common to get promoted as a Consultant. Consultants
lead teams and they have some responsibility. After three years
being a consultant, you usually get promoted depending on your
performance.
• The next stage is Manager, who leads the projects and also does
other management related tasks. Senior Managers have worked as
managers from three to five years. They mainly focus on sales jobs.
• The highest level in the company is Associate Partner or Partner. They
try to get new customers, but it is not easy to get promoted to this
level.
Career path

32. Culture in Accenture
Individualism and group:
• Teamwork is really important for Accenture because it’s
all about projects. They gather together teams for
certain projects. When a project ends, they normally
have a new project with a totally different team. The
projects can last from a few weeks to a couple of years.
You have different responsibilities within a team. If you
make a mistake you should immediately tell your team
about that and try to solve it.
• You only succeed as a team, but it is also important to
develop and improve your personal skills. One category
of your personal ranking is about being a value creator.
The other two categories are about successful business
projects and people development. So you have to have
good skills in individual and group work.

33. Culture in Accenture
Time:
• Accenture expects their employees to work long hours.
They have to be aware that it might happen that they
have to work up to 70 hours a week. The basic working
time is 40 hours a week. Generally, everybody has to
work more hours when they get closer to the end of a
project.
• A new project is only announced a short time in
advance, which means that they start planning the
details when the project has started. The projects last
from a few weeks to several years. After each project
the employees are supposed to relax for a little while.
They do not have to work as hard as at the end of the
project.

34. Conclusion
• Accenture is a world-wide company that gives you lots of
opportunities. Whether or not your carrier will be
successful depends on your performance. The company
supports you as much as possible. Each manager can decide
on his own if and how he will handle it.
• Finally, if you are interested in open communication, an
individual approach, team work, changing tasks and
international experiences, Accenture is a great company to
work for.

35. References
• https://www.accenture.com/in-en/new-applied-now
• https://learning.accentureacademy.com/blog/communicati
on-strategy-customer-satisfaction
• https://study.com/academy/lesson/matrix-organizational-
structure-advantages-disadvantages-examples.html
• https://successstory.com/companies/accenture

36. Thank You