presentation depicting level of formalisation , structure, culture,technology in accenture

1. •
•
Made by
Team 9(Da Vinci)
Submitted by:
Mayank Chandna 221179
Saptarshi Chakraborty 221130
Vikalp Mehta 221167
Shruti Dodla 221139
Shambhavi Singh 221132
Utkarsh Kumar Singh 221156
Vaibhav Tripathi 221162

2. Brief Overview
❖
Started of as Anderson
consulting
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Headquartered in Dublin,
Ireland
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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 .

4. Mechanistic Structure
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Centralization: Decision-making kept as high as possible.
Most communication is vertical.
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Standardization:
Extensive use made of rules & Standard Operating Procedures
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Much written communication
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Individual specialization:
Employees work separately and specialize in one task
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Simple integrating mechanisms:
Hierarchy of authority well-defined

5. Advantages

6. Disadvantage of Structure

7. Charles Perrow Technology Typology
Low
High
low
High

8. Woodward technology typology
High Technical Complexity

9. 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

10. Thompson Technological Uncertainty
• Company uses mainly sequential long linked
technology which requires high planning and
scheduling.

12. Business Strategy

13. • 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.

14. • 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.

15. Technology strategy

16. • 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.

17. 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

18. 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.

19. 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.

20. 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.

21. Porter’s Five Forces
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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 .
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High competition in Indian IT
industry due to presence of a
relatively large number of big
players like TCS, Infosys, Wipro,
HCL etc
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
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Hence there is relatively high
threat

22. Organization Culture
Core Values

23. Mergers and acquisitions