Vortrag von Paul Van Beveren an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich. https://fh-hwz.ch/conference

1. JUNE 2017
LEADERSHIP
IN THE NEW

2. PAUL VAN BEVEREN
Copyright 2017 Accenture. All rights reserved. 2
Relevant Experience
• Functional: Finance,
Insurance, Sourcing and
Procurement, Supply Chain
and Customer Service
• Industry: Retail, Chemicals
and Software
• Global Business Services
(Vision – Strategy – Create –
Refine and Accelerate)
• Shared Services and
Business Process
Outsourcing
• Risk, Quality and
Compliance Management
• Large People & Leadership
Programs
Background
Paul Van Beveren is Risk and Quality Assurance Managing Director within Accenture Operations responsible for EALA Business
Process Services and accountable for the Execution Excellence of close to 2.000 engagements across 30 countries serving over
100 clients.
As a Global Leader, Paul is also coaching global key development programs within Accenture Operations such as the Operations
Delivery Guide, the Service Delivery Essentials Training Program and the Operations Leaders Program.
Prior to this role Paul was responsible for Delivery in EMEA and Outsourcing Account and Delivery Lead for all Customer Service
Outsourcing Contracts with Microsoft.
Paul was recruited by Accenture in January 2004. Before joining Accenture, Paul was Finance Change Manager at Rhodia, a
French Chemical Company, and as Accenture Client played a pivotal role in the launch and development of the Prague Delivery
Centre in 2001.
He has over 30 years industry experience in Finance and Administration, Information Technology, Procurement and Supply Chain.
Paul Van Beveren holds a Business Administration Bachelor Degree with a major in Accounting from the State Industrial Academy
– Ghent Belgium
Organizational and Individual Excellence is a professional passion...Use the power of People, Processes and Technology to
deliver Superior Execution, Business Value and great Client Experience!
Over the past 10 years I have developed a Vision for BPO that has helped Accenture to develop successfully in EALA.
Today, I feel proud to be part of a Quality Team that takes quality as a habit and not as an act!

3. ACCENTURE OVERVIEW

4. Copyright 2017 Accenture. All rights reserved. 4
ACCENTURE IS A LEADING GLOBAL
PROFESSIONAL SERVICES COMPANY
We provide a broad
range of services and
solutions in strategy,
consulting, digital,
technology and
operations.
We help organizations maximize their
performance and achieve their vision
We develop and implement
technology solutions to improve our
clients’ productivity and efficiency –
and may run parts of their business
Ultimately, we enable our clients to
become high-performance
businesses and governments

5. WE PROVIDE END-TO-END SERVICES FOR
CLIENTS ACROSS OUR FIVE BUSINESSES.
Copyright 2017 Accenture. All rights reserved. 5
TRANSFORMS
Management
Consulting
Technology
Consulting
SHAPES
Business
Strategy
Technology
Strategy
DIGITIZES
Interactive
Mobility
Analytics
POWERS
Application
Services
Labs
Ecosystem
Alliances
OPERATES
As a Service
Business Process
Cloud
Security

6. WE ARE RAPIDLY ROTATING TO THE NEW.
Copyright 2017 Accenture. All rights reserved. 6
DIGITAL-
RELATED
SERVICES
CLOUD-
RELATED
SERVICES
SECURITY-
RELATED
SERVICES
Defined as… digital-, cloud- and
security-related services,
enabled by new and innovative
technology
About $13.5 billion in revenue
in FY16
We expect the New to grow
significantly faster in FY17 than
the average of Accenture

7. WE LEAD WITH INNOVATION IN EVERYTHING
WE DO.
Copyright 2017 Accenture. All rights reserved. 7

8. CMT FS H&PS PRD RES Cross-Operating Group
ACCENTURE
STRATEGY
ACCENTURE
CONSULTING
ACCENTURE
TECHNOLOGY
ACCENTURE
OPERATIONS
ACCENTURE
DIGITAL
ACCENTURE
SECURITY
AVANADE
Optum
Mogenesis
eConnex
WE ARE INVESTING AGGRESSIVELY IN
ACQUISITIONS.
8

9. 2017 TECHNOLOGY VISION

10. Copyright 2017 Accenture. All rights reserved. 10

11. LEADERSHIP IN THE NEW IT

12. “Change has
never happened
this fast before,
and it will never be
this slow again”
– Graeme Wood,
Tech Blogger

13. Case for Change

14. We are at the brink of a technological revolution that is fundamentally
altering the nature of work, the workplace, and the workforce of the future.
WHAT’S CHANGING IN THE WORLD OF IT?
The nature of IT work is changing
• Work is evolving beyond managing programs
and developing software to integrating hybrid
IT capabilities (legacy and cloud) into
business-relevant digital services
• Traditional boundaries are breaking down,
supporting the reorganization of work into
open ecosystems
• Work practices are being reshaped like never
before with new advances (e.g., advanced
robotic devices, artificial intelligence,
wearable devices)
Innovation ownership is evolving
• Digital technology democratizes the workforce
and empowers employees, blurring the lines
between IT and the business
• A growing number of “new IT” workers with
strong technology skills, are embedded in the
business and corporate functions (e.g.,
Finance)
• As a result, innovation frequently takes place
outside of, and independent of, the IT
organization
The talent ecosystem is expanding
• The IT workforce requires stronger financial
and business acumen, vendor management,
and business relationship skills, as well as
influencing and collaboration skills
• The talent pool includes not just internal
FTEs, but contractors and consulting
partners, as well as crowdsourcing and labor
on demand
• There is a greater emphasis on skills around
ideation, communication, analysis,
experimentation, and the ability to make
sense of data

15. New IT presents limitless possibilities, but while the promise is great, many
organizations are not prepared to manage the transformation.
WHY MANAGE THE CHANGE TO NEW IT?
. . . Yet only 34% of business leaders are well
prepared for digital in terms of the right leadership
and management practices
. . .But 84% say that talent is a core issue and the IT
organization must redefine and think more broadly
about its role
66
34%
16
84%
62% of top-performing companies say the most
important factor to improve their organization’s
agility is their leadership team. . . .
38
62%
88% of executives believe that organizations that
win the war on talent will secure a competitive
advantage. . .
12
88%
In 2013, 71% of business and IT leaders expected
the IT organization to be the main generator of
innovation. . .
29
71%
. . .Today, only 34% expect the IT organization to be
the main generator of innovation
66
34%
Sources: Accenture Technology Vision 2013, & 2015, Accenture Technology Strategy Survey, June 2015

16. Companies often fail to capitalize on New IT due to the following challenges:
KEY CHALLENGES WHEN MAKING THE
SHIFT TO NEW IT
Hierarchical structures and silo-based organizations remain, inhibiting collaborative and agile working behaviors
Traditional management styles are insufficient to lead the New IT workforce
Current operating models do not sufficiently support agile, digital business models
Organizations often lack the skills and the talent needed to enable New IT transformation
Existing culture does not support agile practices

17. Change Acceleration for New IT

18. CHANGE ACCELERATION FOR NEW IT
DELIVERS VALUE
SUSTAINABLE
Greater ongoing and
sustained adoption
through an experience-
centric focus that designs
personalized change
journeys around audiences’
needs and preferences
PREDICTABLE
Target actions to drive
consistent outcomes
leveraging insights from
analytical tools that assess
which audience segments &
aspects of the change that
are leading or lagging
AGILE
Mobilize workforce faster
and build commitment
earlier with an emphasis on
modular, iterative, and
engaging stakeholder
interactions that enable
transparency and feedback
+ +

19.  PUSH
Individuals are told what to do and how to behave, and
play a passive role during change
 REACTIVE
Course correction is made only when an issue arises
which increases risk and results in missed opportunities
 WATERFALL
Change activities are plan-driven, static, and delivered
sequentially with a ‘big bang’ approach
 ONE-SIZE
Change activities are developed for a general audience
and deployed through a single channel
 PULL
Individuals are led to an insight and play an active/
collaborative role in the change journey
 PROACTIVE
Potential issues and opportunities are identified and
addressed upfront through predictive analytics
 ITERATIVE
Change activities are learning driven, flexible and delivered
in incremental, successive waves
 PERSONAL
Change activities are specific, targeted at individuals,
and deployed through various channels
….to Change AccelerationFrom Traditional Change Management….

20. CHANGE ACCELERATION FOR NEW IT
FRAMEWORK
Culture
Operating
Model
Organization
Leadership
Talent
Adopt New
Behaviors
Adapt the Organizational Blueprint
Breakdown Traditional Boundaries
Lead with Others in Mind
Create the IT Workforce of the Future
Business
Strategy
Business
Results
IT
Strategy

21. Moving away from…. Moving toward….
• Product centricity (dev thinking)
• Stability & risk aversion
• Focus on predictability & efficiency
• Command & control
• Customer centricity (design thinking)
• Agility & willingness to fail fast and learn
• Focus on speed-to-value & innovation
• Open & inclusive
• Product centric
• Focus on IT outcomes
• Customer Centric
• Focus on Business outcomes
• Command & control
• Experience / instinct driven decision making
• Leadership at the top
• Collaboration & empowering others
• Data & insight driven decision making
• Leadership at all levels
• Command & control service delivery
• Centralized structures
• Siloed roles
• Waterfall approach
• Flat structure
• Nimble models
• End-to-end roles & responsibilities
• Agile approach
• Depth of experience
• Static, stable workforce
• Development & execution focused
• Larger, global delivery teams
• Depth & breadth of experience
• Liquid, adaptable workforce
• Design & innovation focused
• Smaller, agile teams (“2 pizza”)
KEY CHANGES FOR NEW IT
Culture
Op Model
Leadership
Organization
Talent

22. Culture

23. Culture is the way employees behave, relate to each other, and do their
jobs – It’s “the way we do things around here.”
WHAT IS CULTURE?
Mindsets
Values
Things we believe are most important
Assumptions we hold about the way
the world is. True drivers of behavior.
Behaviors
Outward signs of cultureCulture is a powerful, but
tangible force within an
organization that can be
changed through behavioral
interventions that shift people’s
actions in small, incremental,
but additive ways

24. Culture is the heart of an organization; it binds every aspect of an
organization together and serves as the key enabler or key barrier to New IT
transformation success.
WHY IS CULTURE IMPORTANT FOR NEW IT?
According to the
9th Annual State of
Agile Survey, two
of the top five
reasons that
caused agile
failures revolved
around the
organization’s
culture
42% of respondents said company
philosophy or culture at odds with
core agile values was the leading
cause of failed agile projects
42%
36% of respondents saw a lack of
support for cultural transition as the
reason agile projects fail
36%

25. New IT trends result in several implications for IT culture.
NEW IT IS RESHAPING CULTURE
New IT Trend Culture Impact
DevOps Ecosystems
Organizations are bringing together development, testing, operations and
supplier roles
• Open communication
• Seamless collaboration
• Trust & shared responsibility
• Efficiency & automation
Agile Delivery
Organizations are shifting from linear, waterfall delivery to incremental
and iterative solution delivery
• Empowerment & distributed
decision making
• Rapid response to customer
needs
• Value feedback and information
• Modular, iterative ways of working
Primacy of People in the Digital Age
Winners in the digital know their success hinges on people
• Entrepreneurial
• Cooperative & inclusive
• Empowerment & distributed
decision making
Intelligent Automation
Powered by artificial intelligence, the next wave of solutions will
fundamentally change the organization, as well as what it does and how it
does it
• Focus on learning & adapting
• Continual innovation
• Relentless change & disruption
Elevating the Customer Experience
More than ever, the customer is king and companies continue to invest in
improving the customer experience
• Design thinking
• Social listening
• Data & insight driven
Digital Operations & Internet of Things (IoT)
Everyday physical objects are becoming uniquely identifiable and
embedded with the ability to connect to other devices or networks to
collect & exchange information
• Be willing to rapidly test—and fail
• Data & insight driven
• Customer centricity
• Innovation

26. Accenture has found that a subset of cultural attributes and behaviors,
which cut across all strategies and industries, correlate with being
successful in New IT.
WHAT DOES GOOD LOOK LIKE FOR NEW IT
CULTURE?
Customer
Centric
Agile Innovative EmpoweredCollaborative
• Anticipate
Customer Needs
• Quickly Respond
to Customer
Issues
• Co-Create
Solutions with
Customers
(Design Thinking)
• Encourage &
Embrace Change
• Try New Methods
& Openly
Experiment
• Work Iteratively
• Focus on Learning
• Embrace
Disruption
• Challenge the
Status Quo
• Be Fast & Efficient
• Take Risks &
Learn from
Mistakes
• Create
Transparency
• Challenge Each
Other
• Involve All Levels
• Personalize the
Employee
Experience
• Connect Across
Borders
• Share Knowledge
Freely &
Encourage
Others to Share
• Create Together
Data Driven
• Focus on Insights
• Make Data-Driven
Decisions
• Understand How
to Collect Relevant
Data & Use
Analytics

27. Accenture research into culture transformations at numerous organizations,
has revealed three key success factors to drive culture change.
GUIDING PRINCIPLES FOR NEW IT CULTURE
CHANGE
Executives must lead by doing. New IT culture
transformation can require them to move away from, if
not completely abandon, those very behaviors that
made them successful on their path to leadership.
Lead by doing
• Consider peer coaching or peer-to-peer learning to provide a safe environment
in which executives can share their difficulties and best practices
• Try a reverse coaching program to build skills and behaviors that are more
commonly found in millennials and digital natives (e.g., social collaboration)
• Do not rely on just communications & training. Actively involve leaders in role
modeling the new ways of working
Driving change too much from the top can actually be
counterproductive. By involving employees at all levels
of the organization, you begin to model the culture and
behaviors you wish to instill and you ensure
engagement from all parties.
Engage all
levels
• Engage employees on an individual basis to help shape the changes and
increase levels of participation and buy-in
• Engage team leaders to help unlock culture change at lower levels of the
organization
• Try crowdsourcing to tap into how cultural changes can be implemented at the
local level
Employees need to know what the new behaviors will
look and feel like, so that they can be brought to life for
everyone. The desired behaviors must be embedded
into every aspect of the organization so that they will
eventually become hardwired into what employees do
and how they act.
Show it, don’t
just say it
• Break down the desired cultural changes into smaller actionable behaviors
• Reinforce the desired behaviors across the employee experience
• Provide ways for people to practice the new behaviors in a safe environment so
that those behaviors can eventually become habit (e.g., 30 Day Challenge)
Considerations for Culture ChangeGuiding Principles
Source: New Rules for Culture Change, Accenture 2016

28. Operating Model

29. CIOs are being torn between keeping everything running, adjusting to
changing business needs, and pursuing new opportunities. Having an
operating model that allows the organization to shift to the right gear
at the right time balances this multitude of demands.
WHY IS OPERATING MODEL IMPORTANT
FOR NEW IT?
Improve EFFICIENCY & PRODUCTIVITY
Standardize processes to drive QUALITY
Organize IT for INNOVATION
Drive CLARITY via Governance
Position Business for GROWTH
The right operating model will. . .

30. New IT trends result in several implications for IT operating models
NEW IT IS RESHAPING THE IT OP MODEL
New IT Trend IT Op Model Impact
Run IT as a Business - Technology Business Management (TBM)
Increased focus on efficiency, quality, supplier management, outcomes and
financial performance. Reinforcing bi-model IT operating models: innovate at
speed for tomorrow, while driving efficiency and automation for legacy/run
business.
Proliferation of new technology, platform-agnostic solutions and apps,
Flexible governance and architecture models. IT will be both developing new
technology and enabling new technology from the marketplace.
Data as a Strategic Asset – core to Machine Learning, Artificial Intelligence,
Telemetry, User
Increased focus on data security, privacy, integration, connectivity, and
insights

31. With the right operating model in place, the business will be powered by
capable teams using the right technology and solid governance.
GUIDING PRINCIPLES FOR NEW IT
OPERATING MODEL
The operating model only comes to life when people in
the organization apply it in order to be highly effective
in the performance of their duties
Take a human
centered approach
• Take a human centered design approach to ensure that the tasks, relationships,
and activities people engage in are supported with appropriate enablers such
as tools and processes
Governance needs to support multiple ways of
operating
Employ multiple
governance and
methods
• Agile and iterative methods can support faster changing user experiences,
while traditional waterfall methods are still relevant to core systems of record
It is critical to match business velocity to the
architectural environment and the reality of the
operating model
Rethink architecture
needs
• Segment the technology landscape into multiple speeds to align to business
consumption and pace of change
• Simplify the legacy architecture for greater agility and to reduce cost pressures
• Build in an API layer to expose core data to faster moving digital channels and
eco system partners
Considerations for Transforming Op ModelGuiding Principles
Redesigning the IT operating model presents an
opportunity for real innovation in that it enables the
organization to work differently and deliver stand out
results that would otherwise be impossible
Embed Innovation &
Continuous
Improvement
• The IT op model must work from day one, but you should also embed the
necessary tools to monitor, adjust and amend the operating model overtime
such that it remains fit for purpose and continues to deliver outcomes

32. Copyright © 2016 Accenture All rights reserved. 32
Leadership

33. Leadership is essential to building an IT organization that can anticipate
change, react faster than competitors, and adapt strategies and processes in light of
disruptive events.
WHY IS LEADERSHIP IMPORTANT FOR NEW
IT?
.
The idea-generating,
direction-setting function that
defines the organization and
its long-range goals
1. Vision & Strategy
How leaders leverage the
energy and talents of others
by finding the right people,
enlisting their support,
building and motivating
teams, and resolving conflicts.
2. Relationship Between
Leaders & Followers
Creating systems and
structures by which the
strategies can be
implemented and goals
achieved.
3. Driving Results
Effective leaders excel across three dimensions:

34. New IT trends result in several implications for IT Leadership
NEW IT IS RESHAPING LEADERSHIP
New IT Trend Leadership Impact
Digital Trust
New security vectors; responsibility for consumer privacy; demand for
transparent use of data; and questions around the ethical use of new
technologies
• Leaders will inherently need to take digital trust into consideration in
everything they do
• Security, privacy and digital ethics can’t be reverse engineered around a
technology; instead, they must be integral to the development process
from the outset
Liquid Workforce & Fragmented Talent
Changing workforce practices to enable adaptable workforces that are
organized around projects and have embedded training; the rise of
freelancing
• Even more critical for leaders to create a sense of shared purpose that
resonates with employees and permeates all aspects of the organization
• Collective agility – ability to understand and work across multiple
functional domains and geographies and integrate ideas into a usable
solution
Rise of Smart Machines
The immense potential of “smart” machines and other innovations as
catalysts for greater efficiency and competitiveness
• Leaders will face the difficult challenge of getting machine workers and
human workers to collaborate harmoniously in a way that technology
becomes a welcome springboard for performance
Agile & DevOps
Leaders as advocates, coaches, and role models; dispersed decision
making; leadership and empowerment at all levels
• Role of leaders focused on:
• Building trust & transparency
• Empowering teams to own and make decisions
• Encouraging collaborative engagements
• Removing roadblock and barriers

35. Accenture survey results from 1,300 C-suite and senior-level executives
reveals leadership characteristics that drive better financial results and
steer companies nimbly through uncertainty.
WHAT DOES GOOD LOOK LIKE FOR NEW IT
LEADERSHIP?
Vision & Strategy
Develop a long-term strategy built
for change
Relationship Between Leaders
& Followers
Create more flexible management
teams
Driving Results
Use data to make and act on
critical decisions quickly
Involve unconventional thinkers Develop leadership skills at all
levels of the organization
Establish accountability
• See uncertainty as an opportunity, not
only a threat
• Regularly bring in thinkers from outside
the mainstream to inspire new ideas and
encourage diversity of thought
• Use data and insights to make critical
decisions at speed, and implement
decisions with scale, buy-in, and
accountability to make it all stick
• Know that leadership is not about
position, it’s about commitment, courage
and outcomes
• Build effective teams in a network that
can flexibly shift and re-form to address
challenges and opportunities as they arise
• Clarify expectations, roles, and
responsibilities, and take immediate
action when issues arise
Have a growth orientation
• Develop a growth mind-set and commit to
continual learning
Source: Leadership Imperatives for an Agile Business, Accenture 2015
Identify and nurture talent
• Take a hands on approach to source and
develop talent aggressively in
• times of uncertainty
Empower decision making
• Trust others and be willing to empower
them to make decisions

36. Leadership plays a central role in moving the organization to New IT,
and creating the environment for people to be successful in the new.
WHAT IS LEADERSHIP’S ROLE DURING THE
TRANSFORMATION?
Be a Role
Model
Learn to
Lead in the New
Advocate
for
New IT
Engage,
Inspire, &
Empower
People
Act as a
Talent
Agent
Coach
to Fulfil
Potential
• Reach out to your team regularly to talk
about what the transformation means for
them
• Showcase and openly reward people at all
levels who are embracing and working in
the new
• Develop a growth mind-set and commit to
continual learning
• Share what you are doing to learn New IT with
your teams on a regular basis
• Be responsible for growing the talent
YOU need to lead in the new
• Have the insight to make key talent
decisions at any point
• Get into a rhythm of meeting with team
members to discuss the transformation
• Adopt an ”ask rather than tell” approach to help
the person create their own solutions
• Walk the talk by modeling the new
attitudes and behaviors
• Share personal stories about your
change journey
• Share the vision, business strategy &
how the organization is pivoting to the
new with your teams
• Promote the transformation through
existing communication forums and
social media
Do it.
Share it.
Support it.

37. GUIDING PRINCIPLES FOR NEW IT
LEADERSHIP
It takes a community to build a leadership pipeline. Leaders
benefits from coaches, networks, and communities to accelerate
learning and build capabilities.
Remember that no
leader learns alone
• Group leaders into learning cohorts to accelerate learning
• Develop coaching & reverse coaching programs
• Create peer networks and communities for leaders
Leaders need to have a clear understanding of their own
strengths and development areas before they can learn and lead
well.
Use assessments to
drive self-reflection
• Leverage Accenture’s Personality & Leadership Profile (PLP) tool for an in-depth
assessment of the key aspects of personality that influence leadership and
management performance
The most powerful learning opportunities result from “intense”
experiences that test leaders in fundamental ways and become
the source of their distinctive leadership abilities.
Leverage ‘Crucibles of
Leadership’
• Give leaders stretch assignments
• Expose leaders to different experiences and areas of the business
Guiding Principles Considerations for Leadership
Learn by doing and reflecting to speed up the development of
leadership capabilities.
Accelerate development
through “action
learning”
• Provide forums for continuous practicing and reflecting to enable leaders to
understand how their personality styles, teaming, and decision-making processes
shape daily work
Every aspect of the leadership development process must be
aligned with organizational culture.
Align leadership
development to culture
• Align leadership development to culture based on facts. There is often a large
disconnect between the espoused values of the company and its actual values.
Consider using the Organizational Value Analysis (OVA) to base decisions on
objective and benchmarked data

38. Organization

39. The New IT organization is structured around the business and technology
services to be delivered, building on agile service teams that learn fast and
think like start-ups.
NEW IT IS RESHAPING ORGANIZATION
Traditional IT Org Structures New IT Org Structures
• IT functions are divided into silos with formal interfaces
across functions exercised to assemble and deliver
services
• Specialist roles perform singular functions
• Designed for reliability, scale and low cost
• Faces new demands to deliver competitive advantage
and growth through multi speed, nimbleness, strategic
focus and faster value realization
• Service oriented structure around the business and
technology services to be delivered
• Flat organization structure to enable collaboration,
agility and total service ownership
• Coordination Teams provide strategy, governance and
relationship management
• Self contained, collaborative, nimble, 2-pizza sized
Service Teams have all the roles and skills needed to
completely deliver technology services*

40. There is no single “standard” for the overall organization. More than one
model has been successful while remaining true to overall principles of
New IT.
WHAT DOES GOOD LOOK LIKE FOR THE
OVERALL NEW IT ORGANIZATION?
Highly networked – small
transitional teams with
resources borrowed from a
central pool
Technology aligned – teams
aligned around technology
platforms they develop/support
Business Unit aligned – teams
aligned according to business
vertical they develop/support
Collaboration focus Technology Platform focus Business Unit focus

41. The New IT Organization should be structured in a way that enables a
culture of collaboration, rapid innovation, and service delivery.
GUIDING PRINCIPLES FOR NEW IT
ORGANIZATIONAL DESIGN
The New IT Organization should be structured in a way that
enables a culture of collaboration, rapid innovation and service
delivery.
Design with culture
in mind
• Create flat, self-accountable, comprehensive delivery “service teams” that work
collaboratively as self-contained units, without organizational barriers
IT organization needs to support a service team structure
consisting of a broad set of roles and skills for complete
ownership of technology services.
Enterprise  Service
Provider
• Begin with an interim service-oriented structure within the legacy organization.
Once the interim organization is in place and functional, migration to the target
state begins and evolves over time.
• Efforts with service teams should start small and focus on services that are easiest
to deliver
Service teams need be nimble enough to leverage and react to
changes in business and technology environments.Speed @ Web-Scale
• Ensure teams have the right roles, skills and size to be nimble
• Establishing each team as a stand alone business fully empowered and
responsible to make decisions
Guiding Principles Considerations for Organizational Design
Each team is seen as a stand alone business fully empowered
and responsible.
Empower Service
Team
• Prevent functional boundaries from impeding collaboration needed to deliver
services

42. Copyright © 2016 Accenture All rights reserved. 42
Talent

43. Workforce demographics and expectations are also changing
WHY IS TALENT IMPORTANT FOR NEW IT?
75%
of the workforce will
be made of millennials
by 2025 and 15% are
already managers
89%
of millennials prefer to
choose when and where
to work rather than being
placed in a 9-to-5 position
90%
of millennials do not
plan to stay with any
given employer for
more than five years
80%
of millennials prefer
on-the-spot recognition
over formal review
71%
of high performing
companies say that
employee interactions are
entirely self-service and
delivered across channels
81%
of senior executives find
attracting, retaining and
developing skilled talent a
top business challenge
43%
of the US workforce will
be freelancers by 2020,
representing a 4x
increase over 2015
82%
of organizations leverage
an extended workforce
approach to fill skills
gaps
33%
of millennials want
questions answered
in real time
60%of millennials want a job
with social impact

44. Relevant skill building for the current workforce and sourcing the necessary
skills
HOW IS TALENT CONSIDERED FOR NEW IT
TRANSFORMATIONS?
Text
Text
SELECT
LOCATE
DEFINEALIGN
DEVELOP
EVOLVE
SKILL
DEVELOPMENT
SOURCING
How do we assess, select
and hire the right talent?
Where do we find the desired talent (external vs.
internal, local vs. global) for the need?
What talent is needed to fulfill the business strategy
(roles, part-time, temp/dispatched, etc.)?
How can we ensure that the roles we have are
aligned to the work we plan to do?
How do we ensure that our talent has the
relevant skills for their new role?
How do we empower our resources to work
differently in support of business outcomes?

45. New IT trends result in several implications for the IT workforce
NEW IT IS RESHAPING THE IT WORKFORCE
New IT Trend Talent Impact
Nature of the work is changing
Growing number of “new IT” workers, often embedded across the business
and with strong technology skills
Skill development is only part of the shift
Organizations must upskill their workforce but the focus is also shifting on how
work is delivered and by whom and attracting and sourcing new talent
Ownership of innovation is evolving
Balancing the skills needed to deliver value beyond technical requirements
is a priority
Developing just IT skills isn’t enough
Innovation happens inside and outside the IT organization – practitioners need
to be aware of the business impact they deliver
Talent is more spread than ever
Globalization of the highly mobile IT workforce results in broad cultural and
demographic shifts
Technology helps to engage talent in new ways
Emerging technology and new insight into behavior change are changing the
way we develop the new IT workforce
Talent ecosystem is expanding and expectations are increasing
By 2020, it is estimated that 43% of the workforce will be freelance or
provide work on contract-based services
Attracting talent means looking beyond just FTEs
New IT talent pool includes not just internal FTEs, but contractors, consulting
partners, as well as newer sources such as crowdsourcing and talent swaps
Talent needs are constantly evolving
Sourcing teams need to understand the market and niche providers' or
individuals' abilities
Talent sourcing needs to be engaged throughout the process
Contracting and onboarding skills may require a separate sourcing team with
advanced domain knowledge to work with new stakeholders and suppliers
IT services are managed differently per vendor/provider
Organizations typically work with multiple suppliers, potentially in the same
space, and have agreed to different SLAs and service definitions making
consistency difficult to achieve
Promote integrated governance
Oversee the delivery of hybrid suppliers with outcome-based engagements -
Clearly define performance expectations, gain providers’ support and
commitment to deliver and accept failure as part of the process

46. Identifying and mapping New IT roles and defining the competencies
required for success
DEFINING NEW IT WORKFORCE ROLES &
SKILLS
Competency
Mapping for each
role to define the
skill proficiency
required in New IT
Role & Talent
Segment
Definition
is based on the
skills required
in the New IT
environment
Defining
Competenci
es is critical
to driving
both IT and
Business
outcomes
Role Mapping to
define where the
roles of today fit
in the New IT
environment

47. Increasing deep technical competency and broader delivery skills in
support of business outcomes
NEW IT SKILL FRAMEWORK MODEL
BUSINESS
SPECIALIST
TACTICIAN
INFLUENCER
INDUSTRY-DRIVER
TECHNICIAN
L1
L3
L5
Deep knowledge of the
internal business, client
functions and competitors
Skills necessary to lead,
communicate & manage in
ambiguous situations
Knowledge of the client’s industry and
Accenture insights to create best practices
Skills and training in
methodologies (e.g. agile,
scrum) that change the
ways teams work
Technical skills
required to drive
modern engineering
within your role

48. The Technology Organization of the future will shift from construction
skills towards business, integration and analytical skills to configure the
ecosystem
HOW CAN TALENT BE SOURCED FOR NEW IT
TRANSFORMATIONS?
Strategic Partners
Core strategic partners will be
needed for scale, innovation, and
transformational delivery.
Augmentation
For standard roles, leverage
multiple vendors plugged into
defined methods and processes
for predictable results for surge
capacity and niche skills.
Internal People Profile
It will be a critical differentiator to have key roles
in house; organizations need to hire and
develop differentiating skills in house to
compete.
• Service Integration
• Business Architect /
Business Analyst
• Technical Architect
• Data Scientist / Data
Engineer
• Visualization Analyst
• Personalization Engineer
• Portfolio and Demand
Manager
• Software Engineer
• Customer Interactions
Scientist
• Automation Engineer
• Service Integration
• Innovation & Commercial
Leadership
• Ecosystem Engineer
• Quality Engineer

49. Success factors for Talent in New IT transformations
GUIDING PRINCIPLES FOR NEW IT TALENT
New IT is seeing a shift in focus towards driving and delivering
business outcomes
IT and Business are
becoming increasingly
integrated
• New IT competencies and learning roadmaps should include business, industry
and soft-skill trainings in addition to technical and process skills
• Team structure should include Business and IT talent wherever possible
The type of work is
changing… and so is the
talent
• Workforce plans should match the digital demands of the business & technology
• Blended teams of FTEs and contractors working globally need the tools, skills and
acumen to deliver
Defining skills that are applicable is an ongoing process and
dependent on the current need for the program
New IT skills can be
sourced as well as built
• Not everyone can or will make the transition
• Clear career paths for New IT roles including skills roadmaps help provide
transparency to those who will make the transition to a new role
Guiding Principles Considerations for Talent
Establishing incentives for employees, promote the value
proposition and use the organization’s brand and culture to offer
key differentiators help influence and attract
Employee engagement
is as important now as it
ever has been
• HR participation in performance management and incentives to New IT roles
• On-demand training with project application
• Cross-training and job shadowing allow for new experiences to cement learning
Work is completed not just by FTEs but can also be sourced just-
in-time for skills and capabilities that are needed
Organizations need to
think differently about
sourcing New IT talent
• Shift to use more strategic partners & augmentation in outcomes-based models
• Governance is key in managing these contracts
Workforce is becoming younger, more agile and is located
globally

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