Accenture《industry Blueprint》

Net Global Summit, Atlanta, October 2008 “The effective organization is one that has blended its structure, management, practices, rewards and people into a package that in turn fits with its strategy” -- Mintzberg

The Workplace Blueprint Daniel B. Johnson

Why a new Workplace Blueprint?

– Reduces operating costs – Increases efficiency – Increases flexibility • Principles: – Differentiated real estate portfolio – Flexibility – Best practice delivery – High performance workspace – Scalable Service Levels

Connecting the business and workforce models

Modeled Headcount Growth by Workforce

Real estate demands

• Re-shaping of the organizational pyramid and growth in key businesses in certain geographies require us to provide new real estate in new locations, and scale back existing fixed commitments in many existing locations. • Employees are seeking a culture that fosters community, empowerment and accessibility. Our workplace responses need to balance office-based work with the increasing mobility and virtual nature of work. Geographic and cultural differences may warrant unique responses. • Our intent is to have strong communities of people in highly utilized, vibrant offices that are linked to other Accenture work locations and to client-sites, shared facilities and remote locations including the home. • Emerging technologies are changing how and where we work, and influence how we deliver support services. These technologies will further enable dynamic, flexible and productive work from locations outside of traditional Accenture offices. Future real estate commitments require more flexibility to support rapid shifts in

Real estate supply conditions

• Traditional ways of procuring real estate are out of sync with the changing nature of the global business environment: Needs can change dramatically even before planned space is delivered. • Implementation of this new model will not happen overnight. We have a legacy of real estate assets that make it difficult and expensive to quickly align our portfolio with our new business models due to fixed long term commitments. Future commitments cannot assume status quo planning assumptions. • We have significant surplus space in soft markets, yet still need to expand our business in new geographies. We have taken aggressive steps to right-size the portfolio, yet there is still more to do.

Accenture’s evolving workplace strategy responds to these new ways of working and incorporates thoughtful real estate management.

Our Workplace Strategy

The nature of work is changing Past

Today

Local

Global

Simple

Complex

Hierarchical

Flat

Formal

Informal

Silos

Cross-functional

Manage

Lead

Dictate

Empowered

Individual

Team

Efficiency Output

Efficiency & Effectiveness Outcome

Fixed

Mobile

Rigid infrastructure Stove pipe

Flexible infrastructure Overall bottom line

budgets Cost

Value

Accenture’s workplace strategy has evolved to reflect these changes, as well as new business drivers required to ensure a competitive cost structure.

Workplace blueprint – a diversified portfolio

Aligning our workforce and workplace – Consulting workforce

BPO & Affilia tes

Satelli te

Clien t Site

Remo te and Home

Aligning our people with differentiated portfolio responses.

Services

Tools and Technology – IT and Real Estate strategies are aligned

Develop and deliver IT products and services that are accessible anytime, anywhere.

Value Proposition

Workplace Blueprint – ensuring exceptional business performance